Public Document Pack Agenda Council
Time and Date 2.00 pm on Tuesday, 13th March, 2018
Place Council Chamber - Council House
1. Apologies
2. Minutes of the meeting held on 20 February 2018 (Pages 5 - 24)
3. Coventry Good Citizen Award To be presented by the Lord Mayor and Judge Lockhart, Honorary Recorder
4. Correspondence and Announcements of the Lord Mayor
5. Petitions
6. Declarations of Interest
Matters Left for Determination by the City Council/Recommendations for the City Council
It is anticipated that the following matters will be referred as Recommendations from the Cabinet on 6 March 2018. The reports are attached. The relevant Recommendations will be circulated separately.
7. Coventry's Economic Growth and Prosperity Strategy 2018-2022 (Pages 25 - 42)
8. Public Realm Phase 5 (Pages 43 - 68)
9. Connecting Coventry - Strategic Transport Investment Programme Update (Pages 69 - 98)
It is anticipated that the following matter will be referred as Recommendations from the Appointments Panel held on 8 March 2018. The relevant Recommendations will be circulated separately.
10. Appointment of Head of Legal Services and Designation of Monitoring Officer (Pages 99 - 106) Report of the Deputy Chief Executive, Place
Item for Consideration
Page 1 11. Annual Pay Policy Statement 2018-19 (Pages 107 - 120) Report of the Deputy Chief Executive (People)
12. Keresley Parish Council (Pages 121 - 126) Report of the Deputy Chief Executive (Place)
13. Question Time (Pages 127 - 134) (a) Written Question – Booklet 1
(b) Oral Questions to Chairs of Scrutiny Boards/Chair of Scrutiny Co-ordination Committee
(c) Oral Questions to Chairs of other meetings
(d) Oral Questions to Representatives on Outside Bodies
(e) Oral Questions to Cabinet Members and Deputy Cabinet Members on any matter
14. Statements
15. Debates
15.1 To be moved by Councillor J Mutton and seconded by Councillor S Bains "This Council notes with concern the increasing crime rate in the City. We believe that it is the Government cuts and the damping of Police budgets which has led to the reduction in frontline police numbers and thus their inability to respond to the growing number of incidents that are reported. We recognise the tremendous and often dangerous work carried out by our Police Officers to keep us secure and safe and this Council will continue to give our full support to the Service.
This Council calls upon the Home Secretary to reverse the cuts in Police budgets that have been made over the last few years so that the Citizens of this City have a police service that is capable of responding to their needs."
15.2 To be moved by Councillor Ridley and seconded by Councillor Crookes (Pages 135 - 136) “This Council resolves to use its empty property to temporarily house charities which have been evicted from Coventry Point”
Martin Yardley, Deputy Chief Executive (Place), Council House Coventry
Monday, 5 March 2018
Page 2 Note: The person to contact about the agenda and documents for this meeting is Usha Patel/Suzanne Bennett 024 7683 3198/3072
Membership: Councillors F Abbott, N Akhtar, P Akhtar, R Ali, A Andrews, R Auluck, R Bailey, S Bains, L Bigham, J Birdi, J Blundell (Deputy Chair), R Brown, K Caan, J Clifford, G Crookes, G Duggins, D Gannon, M Hammon, L Harvard, J Innes, B Kaur, L Kelly, D Kershaw, T Khan, A Khan, R Lakha, R Lancaster, M Lapsa, J Lepoidevin, A Lucas, P Male, K Maton, T Mayer, J McNicholas, C Miks, K Mulhall, J Mutton, M Mutton, J O'Boyle, G Ridley, E Ruane, T Sawdon, P Seaman, B Singh, R Singh, D Skinner, T Skipper (Chair), H Sweet, K Taylor, R Thay, C Thomas, S Walsh, D Welsh and G Williams
Please note: a hearing loop is available in the committee rooms
If you require a British Sign Language interpreter for this meeting OR it you would like this information in another format or language please contact us.
Usha Patel/Suzanne Bennett 024 7683 3198/3072
PLEASE NOTE: This meeting may be filmed for live or subsequent broadcast via the Council's internet site. At the start of the meeting, the Lord Mayor will confirm if all or part of the meeting is being filmed. The images and sound recording may be used for training purposes within the Council. Generally, the public seating areas are not filmed. However, by entering the meeting room and using the public seating area, you are consenting to being filmed and to the possible use of those images and sound recordings for webcasting and/or training purposes. If you have any queries regarding this, please contact the Governance Services Officer at the meeting.
Page 3 This page is intentionally left blank Agenda Item 2 Coventry City Council Minutes of the Meeting of Council held at 2.00 pm on Tuesday, 20 February 2018
Present: Members: Councillor T Skipper (Chair)
Councillor F Abbott Councillor J Lepoidevin Councillor N Akhtar Councillor A Lucas Councillor P Akhtar Councillor P Male Councillor R Ali Councillor K Maton Councillor A Andrews Councillor T Mayer Councillor R Auluck Councillor J McNicholas Councillor S Bains Councillor C Miks Councillor J Birdi Councillor K Mulhall Councillor J Blundell Councillor J Mutton Councillor K Caan Councillor M Mutton Councillor J Clifford Councillor J O'Boyle Councillor G Crookes Councillor G Ridley Councillor G Duggins Councillor E Ruane Councillor D Gannon Councillor T Sawdon Councillor M Hammon Councillor P Seaman Councillor L Harvard Councillor B Singh Councillor J Innes Councillor R Singh Councillor B Kaur Councillor D Skinner Councillor L Kelly Councillor H Sweet Councillor D Kershaw Councillor K Taylor Councillor T Khan Councillor R Thay Councillor A Khan Councillor C Thomas Councillor R Lakha Councillor S Walsh Councillor R Lancaster Councillor D Welsh Councillor M Lapsa Councillor G Williams
Honorary Alderman: J Gazey J Wright
Apologies: Councillor R Bailey, L Bigham and R Brown
Public Business
97. Minutes of the meeting held on 16 January 2018
The Minutes of the meeting held on 16 January 2018 were signed as a true record.
98. Coventry Good Citizen Award
On behalf of the City Council, the Lord presented Mr Madhan Jasal with the Good Citizen Award. His citation read:
– 1 – Page 5 “Since 2006 Madhan has managed and organised the inaugural ‘Meggitt Football Championships’, a weeknight 11 a side football competition for businesses within Coventry and Warwickshire, with the aim to raise money for charities such as Prostate Cancer UK, Alzheimer’s Society, Guide Dogs for the Blind and many other prestigious charities . Every year, Madhan gives up his weeknights, from May through to September, in order to voluntarily run the inter-company charity football tournament. His time and efforts have allowed many teams to enjoy playing and this has resulted in raising over £57,000 for charity since the tournament started. His management not only benefits the charity of choice but also promotes healthy living between Coventry businesses through sport.
Madhan provides an opportunity for employees from different companies to meet, socialise and participate in a competitive sport while in a pleasant and respectful environment. In addition to this Madhan arranges the fixtures, books the pitches and referees the majority of the matches himself. In the 2017 Championship’s Madhan refereed over 40 matches, amounting to over 100 hours of his own time spent working tirelessly to raise money for the charities.
The organisation of the tournament alone each year is a considerable undertaking for one person with 2017’s tournament consisting of over 60 games, raising over £8,000 for the British Heart Foundation. It is evident that through Madhan’s voluntary work he has shown tremendous commitment to the people of Coventry, his actions properly reflect his character and he is a worthy recipient of this Good Citizen Award.”
99. Correspondence and Announcements of the Lord Mayor
(a) Feedback on Civic Visit to Volgograd
The Lord Mayor provided feedback on a civic visit to Coventry’s twin city, Volgograd undertaken earlier this month by himself, Councillor Khan and the Dean of Coventry on the occasion of the 75th anniversary of the end of the Battle of Stalingrad.
(b) Cyrille Regis MBE
The Lord Mayor referred to the service to be held at Coventry Cathedral on Sunday 4 March at 4.00 pm, to celebrate the Life and Legacy of Cyrille Regis MBE.
(c) Coventry Fibromyalgia
In order to raise awareness for sufferers of fibromyalgia, the Lord Mayor reported that he had recently attended the monthly meeting of the Coventry Fibromyalgia Group, the Group supported those who suffered from fibromyalgia. Contact details could be obtained from the Lord Mayor’s Office.
– 2 – Page 6 100. Petitions
RESOLVED:
That the following petitions be referred to the appropriate City Council bodies:
(a) Request to take action on parking issues along Hollyfast Road, Westhill Road, Gaveston Road and surrounding areas – 73 signatures, presented by Councillor Williams.
(b) Request for yellow lines and disabled bays outside St Albans Church, Mercer Avenue – 90 signatures, presented by Councillor Bains.
(c) Request that the City Council consider making the “lay-by” style parking bays on Cannon Hill Road between the junctions of Orlescote Road and Atherstone Place Residential Parking Scheme/permit holders only.
101. Declarations of Interest
There were no declarations of interest.
102. 2017/18 Third Quarter Financial Monitoring Report (to December 2017)
Further to Minute 113 of the Cabinet, the City Council considered a report of the Deputy Chief Executive (Place), which set out the forecast outturn position for revenue and capital expenditure and the Council’s treasury management activity as at the end of December 2017.
The report had also been considered by the Audit and Procurement Committee at their meeting scheduled held on 19 February 2018.
The headline revenue forecast for 2017/18 was an overspend of £1.8m. This had decreased since the Quarter 2 position, when it stood at £3.1m. At the same point in 2016/17, there was a projected overspend of £4.8m. Notwithstanding the relative improvement since Quarter 2, and the equivalent position last year, the reasons for the overspend represented some concerning trends for the Council. At a time of continued tightening of local authority resources, the current position still represented one that demanded a strong focus on addressing the underlying issues. However, it was still anticipated that tight budgetary control and utilisation of any one-off areas of flexibility would reduce the projected overspend and achieve a near balanced position by year-end.
The current position continued to reflect areas of budgetary overspend reported previously, including services for looked after children and the costs of homelessness. In addition, a shortfall existed in delivering savings targets set in previous budgets. Where relevant, the likely anticipated cost of these pressures would be incorporated into the forthcoming 2018/19 budget report.
– 3 – Page 7 The report indicated that it was proposed to allocate a 2017/18 windfall Coventry and Solihull Waste Disposal Company dividend of £1.8m to Council reserves to part meet the Council’s commitment to fund UK City of Culture 2021 costs.
The Council’s Capital spending was projected to be £121.0m for the year, a net increase of £1.1m on the position reported at Quarter 2. Appendix 3 of the report submitted provided an analysis by directorate of the movement since Quarter 2.
The report also set out the current position in relation to treasury management activity in 2017/18, including interest rates; long term (capital) borrowing; short term (temporary) borrowing; external investments and the prudential indicators and prudential code.
RESOLVED that the City Council approve the use of a windfall dividend of £1.8m from the Coventry and Solihull Waste Disposal Company as detailed in Section 5.1 of the report, to fund commitments including those set out in the City of Culture 2012 report to Council on 5th December 2017.
103. Motion Without Notice
In accordance with the Constitution, a motion without notice was moved by Councillor M Mutton, seconded by Councillor S Walsh and adopted that agenda items 8 (2018/19 Council Tax Report) and 9 (Budget Report 2018/19) be considered together.
It was noted that a recorded vote would be taken in respect of all decisions relating to matters the subject of Minutes 104 and 105 below (including any amendments)
104. 2018/19 Council Tax Setting Report
Further to Minute 127 of the Cabinet, the City Council considered a report of the Deputy Chief Executive (Place), which calculated the Council Tax level for 2018/19 and made appropriate recommendations, consistent with the Budget Report 2018/19.
The report indicated that some of the figures and information set out within the report were identified as provisional as the Police and Crime Commissioner and the Fire and Rescue Authority precepts had not been confirmed at the time of publication. The Police and Crime Commissioner met on 9th February 2018 and the *Fire and Rescue Authority met on 19th February 2018 and the figures within the report were now confirmed (*see Note 2 at the end of this minute)
The report incorporated the impact of the Council’s gross expenditure and the level of income it would receive through grants, fees and charges. This resulted in a Council Tax requirement, as the amount that its expenditure exceeded all other sources of income.
The report included a calculation of the Band D Council Tax that would be needed to generate this Council Tax requirement, based on the City’s approved Council Tax base. The 2018/19 Band D Council Tax that was calculated through this process had increased by £74.18 from the 2017/18 level.
– 4 – Page 8 As part of the Chancellor’s Autumn Statement (November 2015) it was announced that councils which provided social care to adults would be allowed to increase their share of Council Tax by up to an extra 2%, provided that the additional resources were all used to fund the increasing costs of adult social care. This additional Council Tax charge was known as the ‘Adult Social Care (ASC) precept’. The Government indicated that authorities could include this additional 2% precept in each year of the four year period: 2016/17 to 2019/20.
In December 2016 the Government announced that Councils could opt to bring forward some, or all, of the potential 2% ASC precept available in 2019/20 to earlier years. However the maximum increase in any one year was limited to 3%, and the total over the three year period 2017/18 to 2019/20 was limited to the original total increase of 6%.
Coventry City Council made use of this additional flexibility in 2017/18 and increased its Council Tax by a total of 4.9%. This was made up of a basic 1.9% increase plus a further 3% ASC precept. In keeping with this approach, and in order to maximise the resources available to fund ASC services in the City, the recommendations within the Budget Report 2018 were passed on a proposed increase in Council Tax of 4.9%. As in 2017/18, this was again made up of a basic 1.9% increase plus a further 3% ASC precept.
It was noted that the recommendations followed the structure of resolutions drawn up by the Chartered Institute of Public Finance and Accountancy, to ensure that legal requirements were fully adhered to in setting the tax. As a consequence, the wording of the proposed resolutions was necessarily complex.
In accordance with the Constitution, Councillor J Mutton moved the Recommendations with the following specified alterations (in italics):
2018/19 Council tax Setting Report
That recommendations 2(a) and 2(b) be amended as follows:-
(2) That the following amounts be now calculated by the Council for the year 2018/19 in accordance with Sections 31A, 31B and 34 to 36 of the Act :
(a) £726,922,000 £727,029,000 being the aggregate of the amounts that the Council estimates for the items set out in Section 31A(2) of the Act taking into account all precepts issued to it by Parish Councils (Gross Expenditure and reserves required to be raised for estimated future expenditure);
(b) £599,669,103 £599,776,103 being the aggregate of the amounts that the Council estimates for the items set out in Section 31A(3) of the Act. (Gross Income including reserves to be used to meet the Gross Expenditure but excluding Council Tax income);
RESOLVED that the City Council:
– 5 – Page 9 1. Note the following Council Tax base amounts for the year 2018/19, as approved by Cabinet on 9th January 2018, in accordance with Regulations made under Section 31B of the Local Government Finance Act 1992 (as amended) (“the Act”):
a) 80,815.4 being the amount calculated by the Council as its Council Tax base for the year for the whole Council area;
b) Allesley 333.0 Finham 1520.9 Keresley 231.4
Being the amounts calculated by the Council as its Council Tax base for the year for dwellings in those parts of its area to which one or more special items relate.
2. That the following amounts be now calculated by the Council for the year 2018/19 in accordance with Sections 31A, 31B and 34 to 36 of the Act:
(a) £727,029,000 being the aggregate of the amounts that the Council estimates for the items set out in Section 31A(2) of the Act taking into account all precepts issued to it by Parish Councils (Gross Expenditure and reserves required to be raised for estimated future expenditure);
(b) £599,776,103 being the aggregate of the amounts that the Council estimates for the items set out in Section 31A(3) of the Act. (Gross Income including reserves to be used to meet the Gross Expenditure but excluding Council Tax income);
(c) £127,252,897 being the amount by which the aggregate at 2(a) above exceeds the aggregate at 2(b) above, calculated by the Council in accordance with Section 31A(4) of the Act, as its Council Tax requirement for the year;
(d) £1,574.61 (2)(c) = £127,252,897 (1)(a) 80,815.4
being the amount at 2(c) above divided by the amount at 1(a) above, calculated by the Council in accordance with Section 31B of the Act, as the basic amount of its Council Tax for the year. (Average Council Tax at Band D for the City including Parish Precepts).
(e) £30,870 being the aggregate amount of all special items referred to in Section 34(1) of the Act. (Parish Precepts);
– 6 – Page 10 (f) £1,574.23 = (2)(d) – (2)(e) = £1,574.61 – £30,870 (1)(a) 80,815.4
being the amount at 2(d) above, less the result given by dividing the amount at 2(e) above by the amounts at 1(a) above, calculated by the Council, in accordance with Section 34(2) of the Act, as the basic amount of its Council Tax for the year for dwellings in those parts of the area to which no special item relates. (Council Tax at Band D for the City excluding Parish Precepts);
(g) Coventry Unparished Area £1,574.23 Allesley £1,599.12 Finham £1,587.99 Keresley £1,581.37
being the amounts given by adding to the amount at 2(f) above, the amounts of the special item or items relating to dwellings in those parts of the Council's area mentioned above divided in each case by the amount at 1(b) above, calculated by the Council, in accordance with Section 34(3) of the Act, as the basic amounts of its Council Tax for the year for dwellings in those parts of its area to which one or more special items relate. (Council Taxes at Band D for the City and Parish).
(h) Valuation Parts to Parish of Parish of Parish of Band which no Allesley Finham Keresley special item relates £ £ £ £ A 1,049.49 1,066.08 1,058.66 1,054.25 B 1,224.40 1,243.76 1,235.10 1,229.95 C 1,399.32 1,421.44 1,411.55 1,405.67 D 1,574.23 1,599.12 1,587.99 1,581.37 E 1,924.06 1,954.48 1,940.88 1,932.79 F 2,273.89 2,309.84 2,293.77 2,284.20 G 2,623.72 2,665.20 2,646.65 2,635.62 H 3,148.46 3,198.24 3,175.98 3,162.74
being the amounts given by multiplying the amounts at 2(g) above by the number which, in the proportion set out in Section 5(1) of the Act, is applicable to dwellings listed in a particular valuation band divided by the number which in that proportion is applicable to dwellings listed in
– 7 – Page 11 valuation Band D, calculated by the Council, in accordance with Section 36(1) of the Act, as the amounts to be taken into account for the year in respect of categories of dwelling listed in different valuation bands.
3. To note that for the year 2018/19 the Police and Crime Commissioner for the West Midlands and West Midlands Fire Authority have stated the following amounts in precepts issued to the Council, in accordance with Section 40 of the Act, for each of the categories of dwelling shown below:
Valuation Police and Crime West Midlands Fire Band Commissioner for the Authority West Midlands £ £ A 85.70 39.23 B 99.98 45.77 C 114.27 52.30 D 128.55 58.84 E 157.12 71.92 F 185.68 84.99 G 214.25 98.07 H 257.10 117.68
4. That having calculated the aggregate in each case of the amounts at 2(h) and 3 above, the Council, in accordance with Sections 30 and 36 of the Act, hereby sets the following amounts as the amounts of Council Tax for the year 2018/19 for each part of its area and for each of the categories of dwellings shown below:
Valuation Parts to Parish of Parish of Parish of Band which no Allesley Finham Keresley special item relates £ £ £ £ A 1,174.42 1,191.01 1,183.59 1,179.18 B 1,370.15 1,389.51 1,380.85 1,375.70 C 1,565.89 1,588.01 1,578.12 1,572.24 D 1,761.62 1,786.51 1,775.38 1,768.76 E 2,153.10 2,183.52 2,169.92 2,161.83 F 2,544.56 2,580.51 2,564.44 2,554.87 G 2,936.04 2,977.52 2,958.97 2,947.94 H 3,523.24 3,573.02 3,550.76 3,537.52
5. That the Council determines that its relevant basic amount of Council Tax for 2018/19 is not excessive in accordance with the principles approved under Sections 52ZC and 52ZD of the Act.
Notes: (1) In accordance with the Constitution, a recorded vote was taken in respect of the Recommendations with the specified alterations.
– 8 – Page 12 The Councillors voting for and against the Recommendations were as follows:
For Against Abstain Councillors: Councillors: F Abbott G Williams N Akhtar P Akhtar R Ali A Andrews R Auluck S Bains J Birdi J Blundell K Caan J Clifford G Crookes G Duggins D Gannon M Hammon L Harvard J Innes B Kaur L Kelly D Kershaw A Khan T Khan R Lakha R Lancaster M Lapsa J Lepoidevin A Lucas J McNicholas P Male K Maton T Mayer C Miks K Mulhall J Mutton M Mutton J O’Boyle G Ridley E Ruane T Sawdon P Seaman B Singh R Singh D Skinner H Sweet K Taylor R Thay C Thomas
– 9 – Page 13 S Walsh Lord Mayor
Result: Carried
For: 49 Against: 1 Abstentions: 0
(2): At the meeting, Councillor J Mutton indicated that the Fire and Rescue Authority had notified the City Council that their precept figures may be incorrect and may be subject to change, however, shortly after the meeting they confirmed that the figures as detailed in the report were correct.
105. Budget Report 2018/19
Further to Minute 128 of the Cabinet, the City Council considered a report of the Deputy Chief Executive (Place), which set out proposals for the Council’s final revenue and capital budget 2018/19.
The report followed on from the Pre-Budget Report approved by Cabinet on 28th November 2017, which had been subject to a period of public consultation. The proposals within the report now submitted formed the basis of the Council’s final revenue and capital budget for 2018/19 incorporating the following details:
Gross budgeted spend of £727m (£24m and 3% higher than 2017/18). Net budgeted spend of £235m (£2m higher than 2017/18) funded from Council Tax and Business Rates less a tariff payment of £9.5, due to Government. A Council Tax Requirement of £127.3m (£8.7m and 7% higher than 2017/18), reflecting a Council Tax increase of 4.9% detailed in the separate Council Tax Setting report on today’s agenda. A number of expenditure pressures caused by the impact of demographic pressures on Council Services. A Capital Programme of £262.5m (£141.5m and 117% more than the latest estimated 2017/18 programme) including expenditure funded by Prudential Borrowing of £93m. An updated Treasury Management Strategy.
The Council’s gross and net budget figures had increased compared with 2017/18 but this still represented a real-terms reduction in resources available to the Council after taking account of inflation.
The report indicated that the financial position in the report was based on the Final 2018/19 Government Finance Settlement and incorporated reductions in funding over the next 3 years. This position was particularly uncertain for financial year 2020/21 which could be subject to the combination of a new national Spending Review, a revised allocation model within the Local Government sector and a new national 100% Business Rates model. As a result, there was huge uncertainty around Local Government funding which made it impossible to provide a robust financial forecast at this stage. Nevertheless, initial assumptions and existing trends are sufficiently firm to indicate that there will in all certainty be a substantial
– 10 – Page 14 gap for that year. The view of the Council’s Director of Finance and Corporate Services was that the Council should be planning for such a position.
Along with the other 6 West Midlands Councils, Coventry was taking part in a 100% Business Rates Pilot scheme. This enabled the Councils to retain 99% of Business Rates income including any growth against an historic baseline which would otherwise have been returned to Government. The financial model and assumptions that support the Pilot had been incorporated within the position reported.
The Pre-Budget Report was based on flexibility to increase Council Tax by up to 2% without holding a local referendum on the matter and further flexibility, up to a maximum of 3%, recognising the increasing pressure on Adult Social Care (ASC) services across the country. The Government had subsequently announced that the Council Tax Referendum limit had been raised to 3%. However, the budget recommended in the report submitted and the associated Council Tax proposals in the report that accompanied it, did not incorporate this flexibility. As a result the budget was being proposed on the basis of increasing Council Tax by 4.9%. This proposed increase would be the equivalent of around a pound a week for a typical Coventry household.
The Council’s medium term financial position included the impact of reductions in Government funding that had already been anticipated and savings programmes that had been approved previously. At the start of the 2018/19 Budget Setting process the Council faced a financial gap of £12m after taking into account a temporary delay in the likely achievement of some savings and the emergence of new expenditure pressures. In broad terms, the Budget had been balanced by additional Council Tax and Business Rates resources and savings in contingency budgets, capital financing costs and several other largely technical areas. All these proposals were set out in detail in Appendix 1 of the report submitted. Where these were different to the proposals that were included in the Pre-Budget Report, this had been indicated in the Appendix.
The proposals had been designed to provide the Council with a robust medium- term position and subject to the recommendations being approved, the Council would have a two-year balanced budget.
The report highlighted that, given the forthcoming national proposals for local government finance to be based on a 75% Business Rates Model from 2020/21, the vibrancy and growth of the City was vital to ensure a secure level of Business Rates income. Proposals within the recommended Capital Programme were designed to help achieve this and amounted to £262m in 2018/19. These represented an ambitious approach to investing in the City and included the near- completion of the Council’s new city centre leisure facility, progression of the City Centre South, Connecting Coventry and Coventry Station Master Plan schemes and establishment of the joint venture vehicle to accelerate a programme of building at Friargate. Over the next 5 years, the Capital Programme was estimated to be £921m and represented the largest ever investment by and through the City Council.
It was noted that Coventry’s success in being announced in December 2017 as the UK City of Culture for 2021 would lead to some exciting developments and
– 11 – Page 15 events across the City over the next few years. This included an impetus to implement some of the Council’s capital projects on an accelerated basis and planning had already begun to examine the scope for and implications of this.
The annual Treasury Management Strategy was also set out, incorporating the Minimum Revenue Provision that was revised in 2016/16 and covered the management of the Council’s investments, cash balances and borrowing requirements. The Strategy and other relevant sections in the report submitted reflected the requirements of the Chartered Institute of Public Finance Accountancy (CIPFA) updated Treasury Management Code and Prudential Borrowing Code for Capital Finance insofar as they relate to 2018/19.
In accordance with the Constitution Councillor J Mutton moved the Recommendations with the following specified alterations (in italics):
Budget Report 2018/19
The wording of all recommendations still stands.
In respect of Recommendation 1, that additional expenditure of £107,000 be approved to be added to the Street Cleansing Budget for 2018/19 only, funded by an equivalent contribution from reserves.
That an additional line (19c) [page 75] be inserted into Appendix 1 and the amendments be made to line 27 [page 77] as follows:
19c Street Increase to street cleansing budget Cleansing incorporating one neighbourhood cleansing (change to team and two barrow operatives. Proposed pre-budget initially for a one-off basis funded from a 107 0 0 report) contribution from reserves (line 27) and subject to review for 2019/20 Budget Setting.
27 Reduce Adjusts the medium term strategy set out at Contribution 2017/18 Budget Setting. This proposes to Reserves reducing the contribution to reserves in (Change to 2018/19 and corresponding balance available (2,150) Pre-Budget to balance 2019/20. Separately includes 1,850 0 Report) funding for the costs set out on line 19b above (2,257) and identified within the 2017-18 Quarter 3 Budget Monitoring Report and the costs set out on line 19c.
That the additional expenditure and contribution from reserves be reflected in a revised Appendix 3 [page 89] shown below.
– 12 – Page 16 Revenue Budget Appendix 3
Budget Pre-Budget Decisions and Final 2018/19 Final 2017/18 CABINET MEMBER PORTFOLIOS Brought Budget Budget Restated * Forward Changes £'000 £'000 £'000 £'000
2,392 Policy and Leadership 2,080 (6) 2,074 7,387 Policing and Equalities 7,168 296 7,464 6,934 Strategic Finance and Resources 5,426 3,393 8,819 72,061 Children and Young People 67,029 7,050 74,079 14,457 Education and Skills 15,432 (211) 15,221 (5,177) Jobs and Regeneration (4,828) 456 (4,372) 27,539 City Services 28,205 (32) 28,173 80,316 Adult Services 76,044 (110) 75,934 2,819 Public Health and Sport 2,472 (65) 2,407 6,987 Community Development 7,054 162 7,216 215,715 TOTAL CABINET MEMBER PORTFOLIOS 206,082 10,933 217,015
24,085 Borrowing and Investments 24,815 0 24,815 (18,665) Contingencies & Corporate Budgets (15,472) (4,293) (19,765) 14,904 Levies From Other Bodies 15,147 (574) 14,573 30 Parish Precepts 30 0 30 2,070 Revenue Contribution to Capital Spend 3,369 0 3,369 (5,657) Contributions to / (from) Reserves (2,453) (2,794) (5,247) 232,482 NET BUDGET AFTER SPECIFIC GRANTS, FEES & CHARGES 231,518 3,272 234,790
Financed by: 0 Central Government Resources 0 0 0 (118,494) Council Tax (125,100) (2,153) (127,253) (113,988) Business Rates (106,419) (1,118) (107,537) (232,482) TOTAL RESOURCES (231,519) (3,271) (234,790)
* Restated to reflect changes in portfolios between years
Gross Gross 2018/19 Final 2017/18 CABINET MEMBER PORTFOLIOS Expenditure Income Budget Restated * £'000 £'000 £'000 £'000
2,392 Policy and Leadership 2,207 (133) 2,074 7,387 Policing and Equalities 12,960 (5,496) 7,464 6,934 Strategic Finance and Resources 128,646 (119,827) 8,819 72,061 Children and Young People 81,184 (7,105) 74,079 14,457 Education and Skills 218,612 (203,391) 15,221 (5,177) Jobs and Regeneration 17,123 (21,495) (4,372) 27,539 City Services 54,669 (26,496) 28,173 80,316 Adult Services 120,571 (44,637) 75,934 2,819 Public Health and Sport 25,049 (22,642) 2,407 6,987 Community Development 14,823 (7,607) 7,216 215,715 TOTAL CABINET MEMBER PORTFOLIOS 675,844 (458,829) 217,015
24,085 Borrowing and Investments 26,143 (1,328) 24,815 (18,665) Contingencies & Corporate Budgets 2,814 (22,579) (19,765) 14,904 Levies From Other Bodies 14,573 0 14,573 30 Parish Precepts 30 0 30 2,070 Revenue Contribution to Capital Spend 3,369 0 3,369 (5,657) Contributions to / (from) Reserves 4,256 (9,503) (5,247) 232,482 NET BUDGET AFTER SPECIFIC GRANTS, FEES & CHARGES 727,029 (492,239) 234,790
Financed by: 0 Revenue Support Grant 0 0 0 (118,494) Council Tax 0 (127,253) (127,253) (113,988) Retained Business Rates 0 (107,537) (107,537) (232,482) TOTAL RESOURCES 0 (234,790) (234,790)
* Restated to reflect changes in portfolios between years
– 13 – Page 17 An amendment, as detailed in the Appendix to these minutes, was moved by Councillor Taylor, seconded by Councillor Ridley and lost.
RESOLVED that the City Council:
1. Approve the spending and savings proposals in Appendix 1 of the report with the specified alterations as detailed above.
2. Approve the total 2018/19 revenue budget of £727m in Table 1 and revised Appendix 3 as detailed above, established in line with a 4.9% City Council Tax increase and the Council Tax Requirement recommended in the Council Tax Setting Report considered on today’s agenda.
3. Note the Director of Finance and Corporate Services’ comments confirming the adequacy of reserves and robustness of the budget in Sections 5.1.2 and 5.1.3.
4. Approve the Capital Programme of £262.5m for 2018/19 and the future years’ commitments arising from this programme of £659.4m between 2019/20 to 2022/23 detailed in Section 2.3 and Appendix 4.
5. Approve the proposed Treasury Management Strategy for 2018/19 and Minimum Revenue Provision Statement in Section 2.4 of the report, the Investment Strategy and Policy at Appendix 5 and the Prudential Indicators and limits described in Section 2.4.11 and summarised in Appendix 6.
Note: (1) In accordance with the Constitution, a recorded vote was taken in respect of the amendment, moved by Councillor Taylor and seconded by Councillor Ridley.
The Councillors voting for and against the amendment were as follows:
For Against Abstain Councillors: Councillors: A Andrews F Abbott J Birdi N Akhtar J Blundell P Akhtar G Crookes R Ali M Hammon R Auluck M Lapsa S Bains J Lepoidevin K Caan P Male J Clifford T Mayer G Duggins G Ridley D Gannon T Sawdon L Harvard D Skinner J Innes K Taylor B Kaur G Williams L Kelly D Kershaw A Khan
– 14 – Page 18 T Khan F Lakha R Lancaster A Lucas J McNicholas K Maton C Miks K Mulhall J Mutton M Mutton J O’Boyle E Ruane P Seaman B Singh Councillor Sandy R Singh Councillor B Singh H Sweet Councillor Skipper R Thay Councillor Sweet C Thomas Councillor Thay S Walsh Councillor Thomas Lord Mayor
Result: Lost
14 for 36 against 0 abstentions
(2) In accordance with the Constitution, a recorded vote was taken in respect of the Recommendations including the specified alterations.
The Councillors voting for and against the Recommendations were as follows:
For Against Abstain Councillors: Councillors: F Abbott A Andrews N Akhtar J Birdi P Akhtar J Blundell R Ali G Crookes R Auluck M Hammon S Bains M Lapsa K Caan J Lepoidevin J Clifford P Male G Duggins T Mayer D Gannon G Ridley L Harvard T Sawdon J Innes D Skinner B Kaur K Taylor L Kelly G Williams D Kershaw A Khan T Khan R Lakha
– 15 – Page 19 R Lancaster A Lucas J McNicholas K Maton C Miks K Mulhall J Mutton M Mutton J O’Boyle E Ruane P Seaman B Singh R Singh H Sweet R Thay C Thomas S Walsh Lord Mayor
Result: Carried
For: 36 Against: 14 Abstentions: 0
106. Consultation Response: Fair Funding Review: A Review of Relative Needs and Resources
Further to Minute 129 of the Cabinet, the City Council considered a report of the Deputy Chief Executive (Place), which set out a proposed consultation response to the Fair Funding Review.
The Government issued a consultation document on 19th December 2017 entitled “Fair Funding Review: a review of relative needs and resources. Responses were required by 12th March 2018.
The fair funding review would set new baseline funding allocations for local authorities by delivering an up-to-date assessment of their relative needs and resources. The new funding allocations were expected to take effect form financial year 2020/21, at the same time as a new 75% Business Rates retention model.
Given the significance of the outcome of such a consultation it was important for the Council to add its own response, which was set out at Appendix 1 of the report submitted. The expectation should be that such review results in a system that is evidence based and fair and the proposed responses to the consultation questions are intended to be technical in nature and/or framed is such a way that they were directed at achieving a rational and fair outcome.
The response incorporated the following broad elements:-
– 16 – Page 20 Simplicity and fairness were both appropriate principles for establishing a needs assessment but fairness was the paramount objective. Agreeing the principle of using population projections in the distribution methodology including flexibility to adjust for annual shifts in population. Proposing that the relative needs assessment should be refreshed annually with the results applied the year after the forthcoming year. Agreeing that rurality and deprivation should be included in cost drivers in the needs assessment to the degree that the evidence demonstrates a significant link between these factors and expenditure pressure. Rurality should not be double counted in the Area Cost Adjustment. The weight of different funding formulas should be evidence based, supported by statistical analysis of actual spend levels not the judgement of central Government. A preference for techniques that minimise the roles of judgement and opposition to models such as outcome based regression in which authorities are funded according to the success in delivering outcomes. Outliers identified during the statistical analysis may warrant a separate approach, which could include the allocation of specific grants. Agreement that the service specific cost drivers set out in the consultation appeared to be broadly appropriate.
RESOLVED that City Council approve the attached consultation response to be sent to the Ministry of Housing, Communities and Local Government.
107. Leader's Exercise of Executive Powers
The Leader reported that, in accordance with the Constitution, he had exercised executive powers in relation to the portfolio for the Cabinet Member for Community Development on 30 January 2018 due to Councillor Bigham’s absence
108. Statement - Progress on the Combined Authority
The Leader of the Council made a statement in respect of “Progress on the Combined Authority”.
Councillor Ridley responded to the statement.
109. Debates
The following Motion was moved by Councillor Lucas and seconded by Councillor Walsh:
"This Council supports the staff of HMRC in their campaign to stop the closure of a local office in the City.
The closure of the Coventry Office will mean a loss of 300 quality jobs, of which 70% are carried out by female workers, the loss of these jobs will have a detrimental impact on the City’s economy.
We call upon HMRC to think again and to cease the widespread local office closure programme which will reduce HMRC offices to just 13 sites to service the whole of the UK"
– 17 – Page 21 RESOLVED that the Motion as set out above be unanimously adopted.
(Meeting closed at 5.50 pm)
– 18 – Page 22 Page 23 This page is intentionally left blank Agenda Item 7
Public report Cabinet Report
Business, Economy and Enterprise Scrutiny Board (3) 15th February 2018 Cabinet 6th March 2018 Council 13th March 2018
Name of Cabinet Member: Cabinet Member for Jobs and Regeneration – Councillor J O’Boyle
Director Approving Submission of the report: Deputy Chief Executive (Place)
Ward(s) affected: All
Title: Coventry’s Economic Growth and Prosperity Strategy 2018-2022
Is this a key decision?
Yes - it has the potential to affect all Wards within the City and expenditure is in excess of £1m.
Executive Summary:
Since 2011 Coventry has had a Jobs Strategy which sets out the Council’s plan and approach to growing the number of jobs and economic opportunities in the city. In order to deliver a modern and fit-for-purpose service for the people of Coventry it is proposed to adopt a more holistic approach and support a new Economic Growth and Prosperity Strategy (EGPS) to replace the previous jobs strategies.
This five-year Strategy sets out Coventry’s vision to deliver sustainable and inclusive economic growth which enables all of our residents and businesses to prosper. The aspirations of the Strategy are to:
further reduce the gap between Coventry’s productivity and the UK average empower local people to connect with jobs and develop their skills reduce the employment gap between disadvantaged groups and the overall population average support the growth of an innovative economy with a focus on key sectors ensure social value is incorporated into economic growth influence local, regional and national policy to maximise opportunity and investment for Coventry
For every £1 invested by the Council, it is anticipated to create £40 of additional investment in local economic growth.
Page 25 Set against three strategic themes Business, People and Place, the EGPS will deliver directly against the following priorities of the Council’s Plan:
- Promoting the growth of a sustainable economy by supporting businesses and helping people into jobs whilst raising the profile of Coventry and physically transforming our city - Improving quality of life for Coventry residents by contributing to skills development, social mobility and creating an attractive, cleaner and greener city - Delivering our priorities with fewer resources by attracting new funding and opportunities to make the most of our assets.
It will also deliver against the Coventry & Warwickshire Local Enterprise Partnership (CWLEP) Strategic Economic Plan, the West Midlands Combined Authority (WMCA) Strategic Economic Plan and the emerging local industrial strategy.
Coventry ranks as the 8th best city to live, work and do business in the UK (Good Growth For Cities Index 2017), and has a flourishing national and international reputation. This is evidenced by the fact that in 2016, Coventry received the 7th highest number of Foreign Direct Investment projects of all UK cities outside of London (EY’s Attractiveness Survey UK, May 2017), and the city’s successful bid for 2021 UK City of Culture will further increase its attractiveness to domestic and international investment. Moreover, the UK Government has selected Coventry as the location for the National Battery Manufacturing Facility and will provide £80m of funding into the Facility, which will further enhance the area’s competitive advantage in automotive manufacturing and lead to the creation of up to 10,000 new high quality jobs.
Although job creation and local employment levels have seen strong growth, business stock is growing and resident qualification levels are improving, there are on-going challenges that need to be addressed. Notably Coventry’s productivity levels (which remain lower than the UK average) and lower wage levels for residents. In addition, nationally there is a reduction in growth forecasts and uncertainty around the impact of the UK leaving the European Union. This Strategy sets out a framework for action to promote economic and social prosperity within this current economic context.
Recommendations:
The Business, Economy and Enterprise Scrutiny Board (3) is recommended to:
1) Support the recommendations to Cabinet and Council 2) Identify any additional recommendations to the Cabinet 3) Receive regular progress reports throughout the lifetime of the Strategy
Cabinet is asked to recommend that Council:
1) Consider any comments/recommendations from the Business, Economy and Enterprise Scrutiny Board (3) 2) Approve Coventry’s Economic Growth and Prosperity Strategy 2018-2022 3) Receive an annual monitoring report on the progress towards the Strategy’s aspirations and targets as part of the Council’s Plan performance monitoring
Council is asked to:
1) Approve Coventry’s Economic Growth and Prosperity Strategy 2018-2022 2) Receive an annual monitoring report on the progress towards the Strategy’s aspirations and targets as part of the Council’s Plan performance monitoring
Page 26 2 List of Appendices included:
Appendix 1 - Coventry’s Economic Growth and Prosperity Strategy 2018-2022
Background papers:
None
Other useful documents
West Midlands Combined Authority Strategic Economic Plan Coventry & Warwickshire Local Enterprise Partnership Strategic Economic Plan
Has it been or will it be considered by Scrutiny?
Yes – Business, Economy and Enterprise Scrutiny Board (3) 15th February 2018
Has it been or will it be considered by any other Council Committee, Advisory Panel or other body?
No
Will this report go to Council?
Yes – 6th March 2018
3 Page 27 Report title: Coventry’s Economic Growth and Prosperity Strategy, 2018-2022
1. Context (or background)
1.1 Coventry’s Economic Growth & Prosperity Strategy (See Appendix 1) will build on the achievements of previous Jobs & Growth Strategies by bringing more services areas together in partnership with a greater and stronger focus on key economic and social priorities.
1.2 There are signs that the number of jobs in the city are growing, resident employment levels have seen strong growth and the gap between the unemployment rates locally and nationally has closed over the last two years.
1.3 However, whilst local labour market measures are positive, Coventry faces some challenges around lower than average productivity, a relatively low business stock (although beginning to improve), lower than average resident wages and lower qualification levels (despite recent improvements).
1.4 Nationally the UK economy is predicted to grow in 2018 at a moderate and slowing rate. In addition, the UK is due to leave the European Union in 2019 and this places uncertainty on any economic forecasts.
1.5 As a result, while the prospects for Coventry appear to be good, they are partly dependant on the outcome of negotiations to leave the EU and the national economic context.
1.6 Therefore, this Strategy has a five-year lifespan to allow stretching aspirations to be achieved and to fully assess and respond to uncertainty in the current economic climate. The aspirations are to:
reduce the gap between Coventry’s productivity and the UK average empower local people to connect with jobs and develop their skills reduce the employment gap for disadvantaged groups support the growth of an innovative economy with a focus on key sectors ensure social value is incorporated into economic growth influence local, regional and national policy to maximise opportunity and investment
1.7 These aspirations have been set against three work themes – People, Business and Place.
1.8 Success will be measured through a range of indicators that are based on: economic and social priorities past experience of delivery within these areas understanding of the current and future local economy as we know it where the funding flows from and priorities that surround those funding streams
1.9 The key indicators within the EGPS provide a holistic understanding of the impact of our local activity against the vision of the strategy.
1.10 The EGPS will be delivered primarily through the Economic Development and Employment Teams in the Place Directorate.
1.11 Critical to the success of achieving the vision and aspirations of the strategy are our local, sub-regional and regional partners. We are already a strong part of the Coventry & Warwickshire Local Enterprise Partnership (CWLEP) and the Coventry EGPS will deliver against the Strategic Economic Plan. At Combined Authority level, we will influence and work with partners to shape devolved policy that will make a real difference to the economic opportunities the people and businesses of Coventry have access to. With our strong track
Page 28 4 record of securing external funding we will engage with colleagues in the WMCA to bring those resources into Coventry.
1.12 Beyond our local and regional engagement, we will influence central Government through strong engagement with DWP, CLG, BEIS and other Government departments to ensure Coventry is at the forefront of new policy initiatives, pilot schemes and large scale funding opportunities.
2. Options considered and recommended proposal
2.1 The Council can choose not to have an Economic Growth and Prosperity Strategy and rely on the strategic plans of the Combined Authority and Local Enterprise Partnership. The risk in this approach is the focus and flexibility of real local interventions to tackle the economic issues that larger programmes will fail to deliver on. Not having a Coventry strategy would remove the opportunity for focused interactions with partners and stakeholders, and could hinder Inward Investment.
2.2 Option 2 is the development of a strategy that gives Coventry a focus and a voice in economic growth. It gives the city a focus in economic development that places Coventry businesses and people at the heart of our economic development, attracting investment, new jobs, upskilling our people and improving social mobility. It will seek to align resources in this area to deliver the best possible outcomes for Coventry.
2.3 It is recommended that the Council endorse Option 2 and endorse the Economic Growth & Prosperity Strategy 2018-2022.
3. Results of consultation undertaken
3.1 Partners, stakeholders and customers have influenced the development of this Strategy through a range of activities including discussion at formal strategic partnership groups.
3.2 It is worth noting that the Business, Economy and Enterprise Scrutiny Board will consider Coventry’s Economic Growth and Prosperity Strategy 2018 -2022 on the 15th February 2018.
4. Timetable for implementing this decision
4.1 Coventry’s Economic Growth and Prosperity Strategy 2018 -2022 is a five year strategy. Progress will be reported annually to the relevant Cabinet Member (Jobs and Regeneration) and to Cabinet.
5. Comments from Director of Finance and Corporate Services
5.1 Financial implications
5.1.1 A proactive and innovative approach will be adopted to finance the EGPS, building on existing core Council funding to secure external resources from a variety of sources. Coventry has a track record of securing more grant funding than its neighbours, the EGPS plans to keep this record intact.
5.1.2 Table 5.1 shows the investment by the City Council and expected external funds that will be generated to deliver the EGPS.
5 Page 29 Table 5.1 – Economic Growth and Prosperity Strategy Funding
18/19 19/20* 20/21* 21/22* Total £000’ £000’ £000’ £000’ £000’ Council Funding 1,445 1,468 1,491 1,515 5,919 External Funding 113,097 76,149 16,060 31,521 236,826 Total 114,542 77,617 17,551 33,036 242,746 *Funding in these years has elements of unconfirmed grant but is based on experience, current bids and anticipated future funding sources
5.1.3 It is important to note that securing this external investment is dependent on the provision of match core funding – Over the period of the strategy for every £1 of Council investment in the Strategy we will deliver £40 additional funding.
5.1.4 It should also be recognised that part of this estimated funding is for Coventry and Warwickshire, reflecting our role and partnership working within the region, and where some of the employment growth is for Coventry Citizens.
5.2 Legal implications
5.2.1 There are no direct legal implications arising out of this report at this stage save for noting the Council’s duty under the Equality Act 2010.
5.2.2 Whilst there is no statutory duty to produce an Economic Growth and Prosperity Strategy, doing so provides an important framework for helping to deliver the Council’s statutory obligations and will help drive forward the Council plan.
5.2.3 The Equality Act 2010 requires public authorities to have regard to the need to eliminate discrimination and advance equality of opportunity. The Council must further take into account its wider Public Sector Equality Duty (PSED) under s. 149 of the Equality Act 2010 when making its decisions. The public sector equality duty (s.49, Equality Act 2010) requires the Council when exercising its functions, to have ‘due regard’ to the need to eliminate unlawful discrimination, harassment and victimisation and other conduct prohibited by the Act, advance equality of opportunity between those who share a ‘protected characteristic’ and those who do not share the protected characteristic and foster good relations between persons who share a relevant protected characteristic and persons who do not share it (this involves having due regard, in particular, to the need to (a) tackle prejudice and (b) promote understanding).
5.2.4 The Council will consider the impact of changes that might arise as a result of implementing work coming out of this strategy on those protected equality characteristics. Individual proposals will be subject to a full equality analysis wherever relevant prior to any decision taken to proceed, including the identification of mitigating action where possible.
6. Other implications
6.1 How will this contribute to the Council Plan (www.coventry.gov.uk/councilplan/)?
The Economic Growth & Prosperity Strategy will deliver against all three of the key objectives within the Council plan:
6.1.1 Globally Connected - the EGPS will drive the Council’s support to businesses to grow and develop, it will support the delivery and development in creating the infrastructure needed for growth. It will help local people access local jobs through bespoke support and training, reducing the impact of poverty across the city.
Page 30 6 6.1.2 Locally Committed – the EGPS will contribute to improving the quality of life for Coventry people by creating new opportunities and growing the diversity of jobs available for local people. The EGPS will deliver core activity to employers and those in work, improving skill levels and education outcomes, which research confirms will contribute to reducing health inequalities for those from our more vulnerable groups.
6.1.3 Delivering our Priorities – the EGPS will in the main be delivered with over 50% of resources coming from external public funding. The strategy will utilise both capital and revenue funding sources to deliver the best economic growth possible for Coventry.
6.2 How is risk being managed?
6.2.1 The key risks associated with EGPS for Coventry are: Economic uncertainty - Coventry City Council acts proactively and flexibly to identify ways to deliver the strategy within a difficult economic context. The increasingly limited funding opportunities and the changing funding environment - Coventry City Council is proactively responding to these changes through identifying more innovative ways of funding priorities, and developing more partnership approaches to delivery. Stakeholders could be reluctant to commit to work jointly on the delivery of the strategy - Stakeholders continue to respond very positively to the strategy, and the City Council continues to experience excellent partnership working arrangements.
6.3 What is the impact on the organisation?
6.3.1 The EGPS will have wide reaching positive impacts on the residents of Coventry – improving health and wellbeing, targeting vulnerable groups and boosting local businesses and job creation. This will reduce reliance on other Council services and have public health benefits.
6.4 Equalities / EIA
6.4.1 One of the key aspirations of the EGPS is to have a positive impact on people who are identified as more vulnerable in terms of economic wellbeing and gaining sustainable employment. Initiatives, projects and programmes will be tailored to meet those vulnerable groups. Data is regularly collected and analysed to ensure continuous improvement and effective identification of the most vulnerable groups and areas of the city.
6.5 Implications for (or impact on) the environment
6.5.1 The EGPS will support investment in businesses working within the low carbon and new energy sectors. The strategy will deliver programmes and initiatives designed to work with businesses developing new and emerging technologies that create new markets and support new job creations. The EGPS will also support the development of designated employment land within the local plan as part of increasing business investment and growth.
6.6 Implications for partner organisations?
6.6.1 The Strategy will be delivered in partnership with stakeholders across the city, sub-region and West Midlands region. This is an emerging strategy for the city, it is a strategy that the Council cannot deliver on its own. Engagement with partners to align programmes, investments and collaboration on key initiatives will be required if we are to see its successful implementation.
7 Page 31 Joint Report author(s):
Name and job title: Kim Mawby – Employment and Wellbeing Manager Andy Williams – Head of Economic Development
Directorate: Place
Tel and email contact: Email: [email protected], Tel: 024 7683 1349 Email: [email protected] Tel: 024 7683 3731
Enquiries should be directed to the above persons.
Contributor Name Title Directorate or Date doc Date response organisation sent out received or approved David Cockroft Director City Centre And Place 15/12/17 19/12/17 Development Services Oluremi Aremu Major Projects Lead Lawyer Place 8/12/17 15/12/17 Mark Williams Lead Accountant Business Place 8/12/17 12/12/17 Partner Rhian Palmer Head of Infrastructure Delivery Place 8/12/17 13/12/17 Tom Evans Senior Analyst People 8/12/17 27/11/17
Lara Knight Governance Services Place 8/12/17 14/12/17 Co-ordinator Julie Fairbrother Communications Manager Place 8/12/17 13/12/17
Names of approvers for submission: (Officers and Members) Phil Helm Finance Manager Place 8/12/17 12/12/17
Julie Newman Legal Services Manager Place 8/12/17 15/12/17 Martin Yardley Deputy Chief Executive Place 15/12/17 2/1/18 Councillor J Cabinet Member Regeneration - 4/1/18 8/1/18 O’Boyle and Jobs Councillor G Leader of the Council - 8/1/18 8/1/18 Duggins
This report is published on the council's website: www.coventry.gov.uk/councilmeetings
Page 32 8 COVENTRY’S ECONOMIC GROWTH AND PROSPERITY STRATEGY 2018-2022
Our vision: Coventry will be a city that delivers sustainable and inclusive economic growth enabling all of our residents and businesses to prosper.
Our aspirations: - reduce the gap between Coventry’s productivity and the UK average - empower local people to connect with jobs and develop their skills - reduce the employment gap between disadvantaged groups and the overall population average - support the growth of an innovative economy with a focus on key sectors - ensure social value is incorporated into economic growth - influence local, regional and national policy to maximise opportunity and investment for Coventry To achieve this vision, we will work under three themes: People, Business and Place PEOPLE BUSINESS PLACE Connect local people to job and Enable and support Secure funding for major training opportunities businesses to start, succeed, developments and infrastructure Improve the future of our young grow, and innovate projects that positively impact people Promote Coventry to a local people and businesses Empower and work with local national and global audience Deliver a plentiful supply of people to develop their skills to attract UK and foreign quality space for housing, and maximise their investment business and skills development opportunities Upskill the local workforce to Lead the way in creating Enable our most vulnerable meet the demands of industry exemplar developments and residents to benefit from and increase productivity facilities economic growth by removing Create quality jobs and Provide a first class investment barriers and creating pathways quality workplaces in which offer and support to attract new to work local people can flourish investment and development
We will measure success through the following indicators:
5,000 jobs will be created 2,000 businesses will be 130,000 m2 of new commercial 15,000 registrations at the Job advised and supported and skills space Shop 25 new businesses investing £131m of infrastructure 150,000 workshops/action in Coventry investment delivered through plans/interventions to £25m of public financial Growth Deal registered clients support invested in local £20m of investment for the 5,000 local people will get a job businesses deployment of digital 1,000 young people who are £500m of business infrastructure technologies NEET (not in employment, investment secured £350m of new economic education or training) will go 1,700 employed people development investment into work, training or upskilled secured and delivered education Page 33 PEOPLE
At the heart of this Strategy are the people of Coventry. We will work with local residents and businesses to create the social prosperity that allows everyone to live well and contribute in a meaningful way. We will continue to work to tackle poverty and reduce economic disadvantage, particularly by transforming prospects for low income families and creating better futures for our young people.
We will work collaboratively with local businesses to create good quality jobs and the necessary pathways for local people to access these opportunities. Through the Job Shop’s Employer Hub, we will work with existing Coventry businesses and potential inward investors to tackle recruitment and skills challenges and provide tailored support to enable local people to access quality job opportunities.
We will ensure that local people can develop the skills required to meet current and future business needs by tackling deficiencies in basic skills, and ensuring that education providers are effective and able to retain highly skilled people, including graduates.
Having reduced Coventry’s youth unemployment rate to below the UK and West Midlands averages, we will continue to build on this success by strengthening existing partnerships and delivering innovative programmes to address barriers.
We will help the most vulnerable by removing or managing barriers to work and connecting our poorest communities to economic growth. We will focus on activity which helps raise the employment rate of the most disadvantaged residents (e.g. NEETS, people with disabilities or mental ill health).
We will also encourage the maximum social benefit from the Council’s commissioning and procurement activity. Leading the way in boosting employment
Coventry’s Job Shop is at the forefront of the Council’s innovative approach to reducing unemployment. A nationally recognised exemplar, it provides support to employers to address recruitment challenges and to local residents looking for work. The Job Shop has 36,355 registered users and will play an important role in tailoring activity and securing funds to overcome the challenges faced by some of our most vulnerable residents.
Another example is the Binley & Willenhall Employment & Skills Pilot, funded through the West Midlands Devolution Deal. This is a new model of employment delivery for residents in this high-deprivation ward which joins up funding and activity to focus on those who are out of work and also those in low income jobs. The devolved Adult Education budget will be aligned to this pilot and there will be strong links with apprenticeships, ensuring local people have the skills they need. Nationally this aspect of activity has been identified as a key innovation and the results of this Pilot will be used to inform future Government policy.
BUSINESS
To maximise benefits for local people, we need to provide first class support that will enable Coventry businesses to start, grow and prosper. This will be achieved by building on and enhancing our existing support programmes that are already enabling individuals and businesses to address barriers to growth, raise productivity and compete on an international scale. Through providing expert advice and grant investment, we will continue to help businesses to expand and innovate, creating new jobs and products and boosting the local economy. New businesses are particularly important and we will continue to target start- ups and entrepreneurs. As part of this, we will contribute to quality workplaces with a healthy, skilled and motivated workforce.
Page 34 2 Innovation is a key driver of growth and we will continue to support the development of an inventive and pioneering economy, focussing on the key sectors in which Coventry has a competitive advantage. This includes the Advanced Manufacturing and Engineering and Digital and Creative sectors, where we will build on the strengths of our local knowledge base in supporting local businesses, including both universities and the Manufacturing Technology Centre.
Activity will also involve prioritising the continued development of our culture and tourism sector, particularly strengthening Coventry’s cultural offer to help stimulate further business investment. Coventry will be UK City of Culture 2021 and this demonstrates the breadth and depth of culture in our city – we will work to maximise the opportunities this will bring for everyone. In addition to raising the profile of the city and supporting cultural and educational development, this success will attract further investment in business and capital and infrastructure programmes – Hull (City of Culture 2017) secured an additional £200 million.
Enabling business to thrive
Coventry is already considered an attractive place to live, work and do business. To bring new business to the city and support existing companies we provide a variety of business support services focusing on growth, innovation and sustainability and offering grants and expert advice. We want to build on recent successes with an expanded inward investment service. Leads and enquiries will continue to benefit from a professional and bespoke service and ongoing dialogue with new and existing investors.
PLACE
To enable local people and businesses to succeed, we must provide a dynamic and modern city with first class facilities and space for development. Improving infrastructure is a key challenge and opportunity in supporting the future growth of Coventry. We will continue to secure investment from both the public and private sectors to enhance Coventry’s infrastructure – improving connectivity and accessibility for residents and businesses. This includes investment in digital infrastructure improving connectivity through the deployment of full fibre and 5G technologies to further strengthen our economy. We will also continue to work in innovative partnerships to create state-of-the-art innovation and skills facilities.
When identifying and managing funding we will adopt an inclusive and sustainable approach. Developing the city provides an opportunity to maximise economic social value and ensure local people benefit by including clauses in contracts and planning conditions.
Shaping the future of automotive
Coventry is the home of the British motor industry and is ideally placed to exploit the advantages and opportunities of creating a cleaner, greener automotive future. A partnership of Warwick Manufacturing Group, Coventry and Warwickshire Local Enterprise Partnership and Coventry City Council is working to secure £120m of public funding to create the National Battery Manufacturing Development Facility. This state-of-the-art facility will provide equipment and skills support to assist UK companies in developing the next generation of battery technology, creating up to 10,000 new jobs and transforming the local R&D and automotive industry.
We already have exemplar flagship initiatives that have significant potential to benefit our businesses and residents and we will continue to strengthen and support these. This includes securing resource to deliver the Friargate and City Centre South schemes and continue the success of the Job Shop. We will build on our successes to identify and secure future funding to develop new sites and projects which promote economic development and growth.
Page 35 3 Transforming Coventry
We will continue to secure resources to enhance the competitiveness of the city centre and bring development to the wider city. Connectivity is central to making this a reality and we will work to ensure infrastructure is not a barrier to growth.
Friargate is a nationally significant 37 acre mixed use office, retail and leisure development which will bring growth and development to the City Centre. Throughout the delivery of the first building, Friargate 1, the Council has worked closely with managing contractor, Bowmer & Kirkland to develop and implement a Skills and Employment Plan providing benefits for local people and local businesses and this can be replicated in future developments.
Coventry Rail Station, is one of the fastest growing stations outside of London and is at capacity, serving as a barrier to growth. The Council is working with the rail industry to deliver Coventry Station Masterplan, a £82m transformational programme which will result in greatly improved facilities. This scheme will enhance connectivity to HS2 and help support additional direct cross city services to increase economic growth and improve access to employment.
To regenerate the centre of Coventry a major 52,000 m2 retail and leisure development is underway: City Centre South will provide the city centre local people deserve. This will increase footfall in the City Centre and significantly improve Coventry’s competitiveness as a retail centre.
The Council is working with Jaguar Land Rover to create a 60 acre ‘engineering technology hub’ at Whitley South, bringing new job and business opportunities. This has involved major infrastructure works to remove constraints to growth and improve the area.
GETTING THE BEST DEAL FOR COVENTRY
To deliver sustainable and inclusive economic growth we will work in partnership to maximise efficiency and impact. We will position ourselves so that Coventry is a prominent player in the region and primed to exploit every opportunity. We will work closely with Coventry and Warwickshire Local Enterprise Partnership, operating effectively with the West Midlands Combined Authority and building our own relationships with Government, universities and industry to secure funding. With large scale developments such as HS2, there are numerous opportunities for Coventry to build on previous successes and deliver benefits. THE CURRENT ECONOMIC CONTEXT
This Strategy must be understood in the broader context of economic growth and development. Coventry ranks as the 8th best city to live, work and do business in the UK and has a flourishing national and international reputation. There are signs that the number of jobs in the city is growing and Coventry demonstrated strong growth in resident employment levels in the last year. The gap between the local unemployment rate and the national rate has closed over the last two years, and business stock is growing well, qualification levels are going up and labour market measures are positive. However, whilst there are many reasons to be positive about the future, there are ongoing challenges, particularly the uncertainty around the impact of the UK leaving the European Union. Despite the growth of national and local economies, and the forecast for this to continue, this is at a slowing rate. Productivity growth in Coventry has been low and overall productivity has remained notably lower than the UK average. There are also ongoing challenges –a relatively low business stock, lower levels of qualifications when compared to the England average and lower than average wage levels amongst residents in work. This Economic Growth and Prosperity Strategy will contribute to addressing these challenges to ensure Coventry’s economic growth and development is sustainable and to the benefit of all local people. Page 36 4 Appendix 1: Coventry’s Economy - Headline Indicators The Strategy will contribute towards the following broader indicators which measure economic growth in Coventry.
Medium Difference term Change Value Rate to England change in last Period average (last 3 year years)
Headlines
Gross Value Added (£ per head) £7.655bn £22,165 2015
Labour productivity — relative to UK 86% 2015 (index, % of UK average)
Gross Disposable Household Income (£ per head) £5.017bn £14,527 2015
Employment
Jul. 2016 Employment rate — residents 165,800 70% - Jun. 2017 Employment at Coventry workplaces Jul. 2016 198,000 0.76 - Jun. (Job density) 2017
Average weekly pay (full time) — residents £536 - 2017
Average weekly pay (full time) — workplace £562 - 2017
Businesses
Number of active businesses 10,065 354.6 2017
Annual business start-ups 1,820 64.1 2016
Annual business closures 1,300 45.8 2016
Skills
Jan.2016 Working age residents with no qualifications 22,600 10% - Dec. 2016 Working age residents qualified to higher Jan.2016 76,800 34% - Dec. education level 2016 Number of employees not fully proficient (skills 13,142 9% - 2015 gaps) (% of employment) Number of hard-to-fill vacancies 1,726 42% - 2015 (% of vacancies) Number of skill-shortage vacancies 1,399 34% - 2015 (% of vacancies)
Page 37 5 Benefits
Oct. Claimant count 3,930 1.7% 2017
Total out-of-work benefit claimants 21,470 9.4% Aug-16
Unemployment
Jul. 2016 Unemployment rate 8,700 5.0% - Jun. 2017 Jul. 2016 Economic Inactivity rate 62,200 27% - Jun. 2017 Jan. Workless households — none in employment 21,300 19% 2016 - (% of households with any working age residents) Dec. 2016
Employment by industry
Manufacturing 19,000 12.0% 2016
Electricity, gas, steam and air conditioning supply 800 0.5% 2016
Construction 3,000 1.9% 2016
Wholesale and retail trade; repair of motor 25,000 15.8% 2016 vehicles and motorcycles
Transportation and storage 6,000 3.8% 2016
Accommodation and food service activities 8,000 5.1% 2016
Information and communication 5,000 3.2% 2016
Financial and insurance activities 4,500 2.8% 2016
Real estate activities 2,000 1.3% 2016
Professional, scientific and technical activities 13,000 8.2% 2016
Administrative and support service activities 16,000 10.1% 2016
Public administration and defence; compulsory 6,000 3.8% 2016 social security
Education 20,000 12.7% 2016
Human health and social work activities 21,000 13.3% 2016
Arts, entertainment and recreation 2,500 1.6% 2016
Other 6,000 3.8% 2016
Page 38 6 Council – 13th March 2018 Agenda Item 7 Recommendation from Cabinet 6th March 2018
Coventry City Council Minutes of the Meeting of Cabinet held at 2.00 pm on Tuesday, 6 March 2018
Present: Members: Councillor G Duggins (Chair) Councillor F Abbott Councillor K Caan Councillor J Innes Councillor A Khan Councillor K Maton Councillor J Mutton Councillor J O'Boyle Councillor E Ruane
Deputy Cabinet Members Councillor P Akhtar Present: Councillor R Ali Councillor B Kaur Councillor C Thomas
Non-Voting Opposition Councillor J Lepoidevin (Substitute for Councillor A Andrews) Members: Councillor G Ridley
Other Members Present: Councillor R Brown Councillor J Clifford Councillor G Crookes Councillor M Mutton Councillor G Williams
Employees (by Directorate): Chief Executive M Reeves (Chief Executive)
People P. Barnett, D Ashmore
Place M Yardley (Deputy Chief Executive (Place), M Burn, N Clews, G Griffiths, B Hastie, C Knight, K Mawby, J Newman, M Salmon, A Walster, A Williams
Apologies: Councillor A Andrews Councillor L Bigham Councillor McNicholas
– 1 – Page 39 RECOMMENDATIONS
136. Coventry's Economic Growth and Prosperity Strategy 2018-2022
The Cabinet considered a report of the Deputy Chief Executive (Place) that had been considered at the meeting of the Business, Economy and Enterprise Scrutiny Board (3) on 15th February 2018 (their minute 36/17 referred) and would be considered at the meeting of the Council on13th March 2018, that proposed the delivery of a new Modern and fit for purpose Economic Growth and Prosperity Strategy to replace the previous jobs strategies. The five-year Strategy set out Coventry’s vision to deliver sustainable and inclusive economic growth to enable residents and businesses to prosper.
Since 2011 Coventry had a Jobs Strategy which set out the Council’s plan and approach to growing the number of jobs and economic opportunities in the City. In order to deliver a modern and fit-for-purpose service for the people of Coventry it was proposed to adopt a more holistic approach and support a new Economic Growth and Prosperity Strategy (EGPS) to replace the previous jobs strategies.
This five-year Strategy set out Coventry’s vision to deliver sustainable and inclusive economic growth which enabled all residents and businesses to prosper. The aspirations of the Strategy were to:
Further reduce the gap between Coventry’s productivity and the UK average Empower local people to connect with jobs and develop their skills Reduce the employment gap between disadvantaged groups and the overall population average Support the growth of an innovative economy with a focus on key sectors Ensure social value is incorporated into economic growth Influence local, regional and national policy to maximise opportunity and investment for Coventry
For every £1 invested by the Council, the creation of £40 of additional investment in local economic growth was anticipated.
Set against three strategic themes Business, People and Place, the EGPS would deliver directly against the following priorities of the Council’s Plan:
Promoting the growth of a sustainable economy by supporting businesses and helping people into jobs whilst raising the profile of Coventry and physically transforming our city Improving quality of life for Coventry residents by contributing to skills development, social mobility and creating an attractive, cleaner and greener city Delivering our priorities with fewer resources by attracting new funding and opportunities to make the most of our assets.
It would also deliver against the Coventry & Warwickshire Local Enterprise Partnership (CWLEP) Strategic Economic Plan, the West Midlands Combined
– 2 – Page 40 Authority (WMCA) Strategic Economic Plan and the emerging local industrial strategy.
Coventry ranked 8th best City to live, work and do business in the UK (Good Growth for Cities Index 2017) and had a flourishing national and international reputation. This was evidenced by the fact that in 2016, Coventry received the 7th highest number of Foreign Direct Investment projects of all UK cities outside of London (EY’s Attractiveness Survey UK, May 2017), and the City’s successful bid for 2021 UK City of Culture would further increase its attractiveness to domestic and international investment. The UK Government had selected Coventry as the location for the UK Battery Industrialisation Centre and would provide £80m of funding into the Facility, which would further enhance the area’s competitive advantage in automotive manufacturing and lead to the creation of up to 10,000 new high quality jobs.
Although job creation and local employment levels had seen strong growth, business stock was growing and resident qualification levels were improving, there were on-going challenges that need to be addressed. Notably Coventry’s productivity levels (which remained lower than the UK average) and lower wage levels for residents. In addition, nationally there was a reduction in growth forecasts and uncertainty around the impact of the UK leaving the European Union. This Strategy set out a framework for action to promote economic and social prosperity within this current economic context.
The Cabinet also considered recommendations from the Business, Economy and Enterprise Scrutiny Board (3) set out in a Briefing Note appended to the report.
The Cabinet agreed to:
1) Note that the Business, Economy and Enterprise Scrutiny Board (3) supported the Cabinet recommendations and approve the following additional recommendations from the Board:
(a) The importance of the cultural and leisure offer of the city should be emphasised in the strategy and given more prominence.
(b) The clustering ambitions of the region should be elaborated upon in the Business section text.
(c) The connection between transport infrastructure and connecting people with jobs should be made more explicit in the text under Place.
(d) The Place box on “Shaping the Future of Automotive” should be updated to reflect the recent success in securing £80m for the UK Battery Industrialisation Centre Update through the Faraday Challenge.
(e) An addition be made to the Place target as underlined:
a. 130,000m of new commercial and skills space provided and occupied
– 3 – Page 41 (f) Agrees to receive progress reports throughout the lifetime of the Strategy
RESOLVED that, the Cabinet recommends that Council:
1) Approves Coventry’s Economic Growth and Prosperity Strategy 2018- 2022.
2) Receives an annual monitoring report on the progress towards the Strategy’s aspirations and targets as part of the Council’s Plan performance monitoring.
– 4 – Page 42 Agenda Item 8
Public report t Cabinet Repor
Cabinet 6 March 2018 Council 13 March 2018
Name of Cabinet Member: Cabinet Member for City Services – Councillor J Innes Cabinet Member for Jobs and Regeneration – Councillor J O’Boyle
Director Approving Submission of the report: Deputy Chief Executive (Place)
Ward(s) affected: All
Title: Public Realm Phase 5
Is this a key decision? Yes - expenditure is in excess of £1m
Executive Summary:
Since 2011 the Council has transformed the city centre through a £57m programme of investment in the public realm. The impact of this work has been significant, attracting developers to invest in the city such as Shearers Property Group who are transforming Cathedral Lanes into a vibrant restaurant quarter. This investment will be complemented by phase 4 of the public realm improvements due to be completed later this year, using Coventry and Warwickshire Local Enterprise Partnership (CWLEP) Local Growth Deal grant.
The award of UK City of Culture provides a fantastic opportunity to further enhance the city centre in preparation for 2021 to ensure people gain a positive image of our city, and to create a lasting legacy for residents and businesses beyond 2021. Given the investment already made in public realm, Coventry has the opportunity to consider the delivery of an even more ambitious programme of public realm improvements. A series of transformational public realm improvements are proposed in this report to be delivered under a new Public Realm Phase 5 programme. The proposed schemes will deliver enhancements to key strategic areas of the city, improve accessibility and connectivity across the city and also enhance the setting of the key events venues and visitor attractions.
To develop the programme for phase 5, the likely venues for City of Culture have been mapped, along with completed public realm schemes and other visitor attractions (appendix A). To maximize the potential of the city centre, it is essential to ensure the links between attractions are high quality, greener, designed for people and accessible to all. The proposed priority order, as outlined below, reflects location and likely footfall; more detail on the schemes is included in appendices B and C:
Page 43 Transformation of Upper Precinct, delivering public realm enhancements which will de- clutter, create a high quality attractive space and complement Shearer Property Group’s recently approved plans for Upper Precinct; Improvements to the public realm outside the new waterpark and leisure centre; An extension of public realm improvements in Upper Precinct to Smithford Way and Market Way; Public realm improvements to complement Salt Lane Multi-Storey Car Park including improvements to Shrub Walk, Warwick Lane and links to Hertford Street Pepper Lane – mirroring the public realm created in Greyfriars Lane to create an attractive walking route to the Cathedral quarter; A public art programme which will include restoration of pieces currently in store to be put back on display, alongside restoring the Canal arts trail and upgrading the canal tow path; Upgrade of New Union Street Multi-Storey car park and associated public realm; A funding contribution towards a Heritage Lottery Funded scheme to de-culvert the River Sherbourne in Palmer Lane, as part of the wider improvements to the Burges area; Ring Road enhancements and junction upgrades in strategic locations, improving connectivity between the outer ring road and city centre and unlocking development land and cleaning to improve the appearance of the ring road; Improvements to Far Gosford Street and the setting of Fargo village, including improving links to Two Tone Village; Improvements to the public realm on key links to events venues including Far Gosford Street, Fairfax Street and Bayley Lane; Improvements to Corporation Street and Queen Victoria Road, complementing the redevelopment of the former Co-operative Building; Works to complement Coventry University’s masterplan, including public realm enhancements to Cox Street, Ford Street and Lower Ford Street; and Work to support the Sherbourne Loop proposal, including a funding contribution towards the Charterhouse refurbishment and a pedestrian crossing to connect Charterhouse and London Road cemetery.
Alongside the above projects, the programme should also include the following: Upgrade of coach parking facilities across the city centre; Improved wayfinding and digital signage strategy; Improvements to cycling infrastructure, including the Canal towpath; Improve the attractiveness of key radial routes into the city; Refresh previous public realm schemes delivered in the city centre; Funding for the development of additional schemes to attract further funding; and Top slice the available budget to fund staff to deliver the programme.
The priority order may be amended in response to funding availability and deliverability of the projects. The aspiration is to deliver as many transformational schemes as practical by 2021, with a longer term aim to deliver the remaining schemes post 2021 to create a lasting legacy. The total programme cost is estimated to be in the region of £120m, which includes the funding necessary to provide for the estimated additional 14 posts required to deliver the ambitious programme ahead of 2021. The costs are estimates at present, the list of projects isn’t exhaustive and adequate funding to deliver these schemes does not currently exist. It is recognised that a programme of this significance will have impact upon the capital programme and external funding will need to be secured. Therefore, delegated authority is sought in order for the Deputy Chief Executive (Place), following consultation with the Cabinet Member for City Services and Cabinet Member for Jobs and Regeneration and S151 officer to agree the detailed programme of works should funding become available.
Page 44 The Public Realm Phase 5 programme delivery will need to be carefully co-ordinated to ensure the city centre remains open for business and disruption is kept to a minimum. The work will also need to be coordinated around major events that will take place in the run up to City of Culture.
Currently the Council has successfully secured £11.8M Local Growth Deal funds from Coventry and Warwickshire Local Enterprise Partnership (CWLEP). Of this £7.75m is allocated to deliver the initial Phase 5 of city centre public realm improvements. As the CWLEP funding is time limited, it will be allocated to the top priority project or projects as set out in this report. The remaining £4m is allocated to deliver other key infrastructure projects as set out in the Connecting Coventry Update Cabinet Report which is also being considered by Cabinet on March 6th. The Council has also identified £1.94m capital receipts to match fund the Heritage Lottery Fund (HLF) Bid to restore the Grade I listed Charterhouse and reopen to the public as part of proposals to create a new heritage park.
In addition, to support Coventry’s City of Culture status, it is proposed that further funding will be sought from other sources, including WMCA for funding from within Coventry’s £284m Devolution Deal allocation (which includes £37m from the HS2 connectivity package), along with exploring other government funding opportunities. A funding bid will be required to be submitted for additional funding for public realm. If WMCA funding is sought, a business case will be required and approval will be subject to WMCA’s assurance framework process.
Recommendations
Cabinet is requested to:
1) Agree the draft scheme list and delegate authority to the Deputy Chief Executive (Place), following consultation with Cabinet Members for City Services and Jobs and Regeneration, to agree the detailed works for schemes in Coventry City Centre Public Realm Phase 5, as set out in the appendices and their prioritisation for implementation.
2) Delegate authority to the Deputy Chief Executive (Place), following consultation with Cabinet Members for City Services and Jobs and Regeneration and the Director of Finance and Corporate Services, to agree the detailed works for additional Public Realm Phase 5 schemes if further funding is secured.
Cabinet is requested to recommend that Council:-
1) Authorise the Council to enter into Local Growth Deal funding agreements for £7.75m Growth Deal 3 for the top priority schemes in the Public Realm Phase 5 programme.
2) Approve the addition of £1.94m Council Capital Receipts to the 5 year Capital Programme, to contribute to the Charterhouse restoration.
3) Delegate authority to the Deputy Chief Executive (Place) and the Director of Finance and Corporate Services following consultation with the Cabinet Member for Jobs and Regeneration and the Cabinet Member for City Services to enter into future WMCA funding agreements secured and deemed necessary to deliver the Public Realm 5 schemes which shall include the authority to:
Determine the final content of the relevant Outline and Full Business Cases and submit funding bids to the West Midlands Combined Authority in relation to the work to be delivered within the Public Realm 5 scheme; and
Page 45 If the funding bids are successful to agree the final terms of the grant agreement with the WMCA
4) Note the addition of the Growth Deal 3 £7.75m Public Realm Phase 5 programme of works, as set out in Appendix B has been approved as part of the Capital 5 year programme that was taken to Council as part of the Budget Report 2018-19 on 20th February 2018.
5) Delegate authority to the Deputy Chief Executive (Place), following consultation with Cabinet Members for City Services and Jobs and Regeneration, alongside Procurement Board to agree the most appropriate procurement route for the works to be delivered.
Council are asked to:
1) Authorise the Council to enter into Local Growth Deal funding agreements for £7.75m Growth Deal 3 for the top priority schemes in the Public Realm Phase 5 programme.
2) Approve the addition of £1.94m Council Capital Receipts to the 5 year Capital Programme, to contribute to the Charterhouse restoration.
3) Delegate authority to the Deputy Chief Executive (Place) and the Director of Finance and Corporate Services following consultation with the Cabinet Member for Jobs and Regeneration and the Cabinet Member for City Services to enter into future WMCA funding agreements secured and deemed necessary to deliver the Public Realm 5 schemes which shall include the authority to:
Determine the final content of the relevant Outline and Full Business Cases and submit funding bids to the West Midlands Combined Authority in relation to the work to be delivered within the Public Realm 5 scheme; and
If the funding bids are successful to agree the final terms of the grant agreement with the WMCA
Note Appendix B for the Growth Deal 3 Public Realm Phase 5 programme totalling £7.75m has been approved as part of the Capital 5 year programme that was taken to Council as part of the Budget Report 2018-19 on 20th February 2018.
4) Delegate authority to the Deputy Chief Executive (Place), following consultation with Cabinet Members for City Services and Jobs and Regeneration, alongside Procurement Board to agree the most appropriate procurement route for the works to be delivered.
List of Appendices included:
Appendix A – Plan showing location of Phase 5 Schemes Appendix B – Public Realm Phase 5 Detailed Funding Table Appendix C – Public Realm Phase 5 Scheme Descriptions
Background Papers:
None
Page 46 Other Useful Documents:
1. Coventry City Centre Public Realm Phase 1 – Council report of 28th January 2011 2. Coventry City Centre Public Realm Phase 2 – Council Report of 23rd October 2012 3. Coventry City Centre Public Realm Phase 2 Update – Council Report of 23rd July 2013 4. The Coventry Warwickshire First Wave Growth Deal – Council report of 9th September 2014 5. Coventry City Centre Public Realm Phase 3 – Council Report of 7th October 2014 6. European Regional Development Fund (ERDF) Open Call for Extension to Projects – Council report of 17th March 2015 7. Public Realm 3a – Council Report of 17th March 2015 8. Local Growth Deal - Public Realm Phase 4 & Infrastructure Projects – Council Report of 11th October 2016 9. Coventry Station Masterplan Update – Council Report of 24th January 2017 10. Connecting Coventry Strategic Transport Investment Programme – Council Report of 24th January 2017 11. Connecting Coventry – Strategic Transport Investment Programme Update – Council Report of 13th March 2018 12. 2018/19 Transportation and Highway Maintenance Capital Report – Cabinet Report 6th March 2018
All of the above documents are available via the Council’s website: http://democraticservices.coventry.gov.uk/mgListCommittees.aspx?bcr=1
Has it been or will it be considered by Scrutiny?
No
Has it been or will it be considered by any other Council Committee, Advisory Panel or other body?
No
Will this report go to Council?
Yes – 13th March 2018
Page 47 Report title: Public Realm Phase 5
1 Context (or background)
1.1 The background to the original Coventry Public Realm Project was covered in a report to Cabinet on 21st January 2011. Phase 1 was completed in summer 2012; the success of these works led to Phase 2 being approved by Cabinet on 9th October 2012, with a revised programme subsequently approved 9th July 2013, and Phase 3 being approved on 7th October 2014, with a revised programme (Phase 3a) approved in March 2015 following the award of additional ERDF funding. Phase 4 was approved in October 2016 following the award of CWLEP Growth Deal funding, which delivered improvements including Greyfriars Lane, Fairfax Street and forthcoming works on Cuckoo Lane due to be completed later in 2018.
1.2 The work has achieved several national and regional awards and is in the running for a number of others. The success of previous phases of public realm also led Coventry University to contribute funding towards improvements to Gosford Street and their campus, which was successfully delivered in partnership at the end of 2015.
1.3 The Public Realm programme has been extremely successful to date, with the programme having already regenerated over 18 hectares of brownfield land within Coventry city centre, and levered in more than £53m of additional public sector funding and £3.8m private sector investment.
1.4 The award of City of Culture presents a once in a generation opportunity for the city to showcase what is has to offer on a global stage. This provides a huge opportunity to lever further investment to further enhance the city centre in preparation for 2021 to ensure people gain a positive image of our city, and to create a lasting legacy for residents and businesses beyond 2021.
1.5 A series of transformational public realm improvements are proposed in this report to be delivered as part of a new Public Realm Phase 5 programme. These have been developed by mapping the main visitor attractions, likely venues for city of culture, arrival points like the railway station and car parks and completed public realm (see appendix A). The pipeline of schemes has been developed to ensure the links between venues, attractions and arrival points are seamless, high quality, greener and more accessible. The proposed schemes will deliver enhancements to key strategic parts of the city and also enhance the setting of the key events venues and visitor attractions.
1.6 There are a number of schemes which were approved as part of the Public Realm Phase 4 programme to be implemented this year, which includes improvements to Cuckoo Lane and relocation of the Coventry Cross.
1.7 The programme has been developed in proposed priority order of schemes to be delivered as funds become available. A number of schemes will be required to be delivered by the end of 2020 ahead of City of Culture, but to create a lasting legacy some of the projects on the pipeline may be delivered from 2022 onwards if funding can be secured. The priority list may need to be reviewed in response to changes in funding or deliverability. The proposed programme, with further detail regarding costs and deliverables, can be found in Appendix B and C. The overall proposed priority order is as follows:
Page 48 Transformation of Upper Precinct, delivering public realm enhancements which will de- clutter, create a high quality attractive space and complement Shearer Property Group’s recently approved plans for Upper Precinct; Improvements to the public realm outside the new waterpark and leisure centre; An extension of public realm improvements in Upper Precinct to Smithford Way and Market Way; Public realm improvements to complement Salt Lane Multi-Storey Car Park including improvements to Shrub Walk, Warwick Lane and links to Hertford Street Pepper Lane – mirroring the public realm created in Greyfriars Lane to create an attractive walking route to the Cathedral quarter; A public art programme which will include restoration of pieces currently in store to be put back on display, alongside restoring the Canal arts trail and upgrading the canal tow path; Upgrade of New Union Street Multi-Storey car park and associated public realm; A funding contribution towards a Heritage Lottery Funded scheme to de-culvert the River Sherbourne in Palmer Lane, as part of the wider improvements to the Burges area; Ring Road enhancements and junction upgrades in strategic locations, improving connectivity between the outer ring road and city centre and unlocking development land and cleaning to improve the appearance of the ring road; Improvements to Far Gosford Street and the setting of Fargo village, including improving links to Two Tone Village; Improvements to the public realm on key links to events venues including Far Gosford Street, Fairfax Street and Bayley Lane; Improvements to Corporation Street and Queen Victoria Road, complementing the redevelopment of the former Co-operative Building; Works to complement Coventry University’s masterplan, including public realm enhancements to Cox Street, Ford Street and Lower Ford Street; and Work to support the Sherbourne Loop proposal, including a funding contribution towards the Charterhouse refurbishment and a pedestrian crossing to connect Charterhouse and London Road cemetery.
Alongside the above projects, the programme should also include the following: Upgrade of coach parking facilities across the city centre; Improved wayfinding and digital signage strategy; Improvements to cycling infrastructure, including the Canal towpath; Improve the attractiveness of key radial routes into the city; Refresh previous public realm schemes delivered in the city centre; Funding for the development of additional schemes to attract further funding; and Top slice the available budget to fund staff to deliver the programme.
1.8 The Council has received over £36.8m CWLEP Local Growth Deal funding to date, £6.9m, towards the delivery of previous phases of city centre public realm, as well as match funding for the Coventry Station Masterplan and also contributing towards the Coventry Very Light Rail research and development project.
1.9 The Council has been awarded a further £11.8m Growth Deal funding. Of this £7.75m is allocated to deliver the initial Phase 5 of city centre public realm improvements; as this funding is time limited, it will be allocated to the top priority project or projects as set out in this report. The remaining £4m is allocated to deliver other key infrastructure projects which are detailed in the Connecting Coventry Update Cabinet Report, 6th March 2018.
Page 49 1.10 In addition, to further enhance the city in readiness for 2021 and deliver additional schemes within the proposed programme, further funding will be sought from WMCA for funding from within Coventry’s £284m Devolution Deal allocation, along with exploring other government funding opportunities.
1.11 Overall, this additional investment will support job creation and promote the regeneration of the city centre and further improve accessibility to employment, retail and tourist attractions and support making the City of Culture 2021 a success. Improved walking routes, cycling and coach facilities will enhance connectivity in the city centre and provide a more attractive visitor experience as well as improving the quality of life for residents. Importantly, this investment will also create a lasting legacy for the city, beyond 2021 and by transforming the image of the city will help to attract inward investment.
1.12 It is important that the programme of Public Ream Phase 5 works is delivered in a carefully planned way to minimise impact on the city. All businesses will remain open during construction, and provision will be made to cater for events.
1.13 There is a robust governance in place to manage the Public Realm programme. The delivery team are very experienced, having delivered over £35m city centre public realm improvements to date. Additional resources will be required to deliver the programme, which will be dependent on the extent of the works funding is secured for. Any additional resources will be funded out of the grant funding for the projects.
2 Options considered and recommended proposal
2.1 Option 1 – (Preferred) The City Council approves delivering the Public Realm Phase 5 programme of works as set out in paragraph 1.6, with schemes to be implemented in accordance with the priority order set out in 1.6 dependent on the availability of funding including Local Growth Deal and in addition will seek further funding to deliver other currently unfunded priority schemes within the Public Realm Phase 5 programme
The Council has a proven track record of delivering transformational public realm improvements in the city centre and has acted as lead applicant or accountable body for many grant-funded projects. In essence it means being responsible for monitoring spend, submitting grant claims to CWLEP for eligible expenditure and demonstrating that the grant has been spent in achieving the outputs of the project, alongside the delivery of the project. By taking on this role, the City Council will administer a further £7.75m Growth Deal grant and if successful in obtaining additional funding, the Council will become accountable body for WMCA and potentially other government funding sources to deliver an extended programme of public realm and city centre infrastructure improvements. It is recommended this option is approved to maximise funds available to deliver the full programme of public realm and infrastructure improvements to maximise impact. It is important to fully capitalise on the opportunities that City of Culture can bring in terms of levering extra funding and maximising improvements to the city to welcome visitors, encourage investment and create a legacy beyond 2021.
Option 2 - The City Council approves using Local Growth Deal for the schemes as set out in paragraph 1.6, with schemes to be implemented in accordance with the priority order set out in 1.6 dependent on the availability of funding
This option would deliver some of the top priority schemes but would limit the extent of the works delivered within the proposed Public Realm Phase 5 programme. The Council has acted as lead applicant or accountable body for many grant-funded projects. In essence it
Page 50 means being responsible for monitoring spend, submitting grant claims to CWLEP for eligible expenditure and demonstrating that the grant has been spent in achieving the outputs of the project, alongside deliver of the project. By taking on this role, the City Council will administer a further £7.75m Growth Deal grant. This would deliver some key public realm and connectivity improvements across the city, but wouldn’t go as far in terms of the extent of transformation and create a lasting legacy from the funding opportunities that could be levered through City of Culture if WMCA funding wasn’t sought to deliver a more extensive programme of public realm improvements.
Option 3 - (Default position) Proceed without any of the Local Growth Deal external funding package
If the works were to be funded entirely by existing resources within the capital programme there is no provision for any works to be undertaken this financial year and a review would be required to determine available resources for future years. This would make it very unlikely that any further improvements would be made to the city in terms of public realm and key infrastructure ahead of City of Culture due to timescales of any future funding becoming available. Growth Deal funding may need to be returned to CWLEP if not utilised against these projects.
2.2 Recommended Proposal
It is recommended that the Council moves forward with Option 1. The programme will be delivered in priority order within the resources available and contingency applied as set out in section 5 of the report.
3 Results of consultation undertaken
3.1 The CWLEP has undertaken a consultation exercise with local businesses to determine the priorities it should focus on. The proposals and projects within this report fully align to the proposed CWLEP Strategic Economic Plan.
3.2 The proposals here fully align to the WMCA Strategic Economic Plan and seek to deliver against the ambitious targets set within it. The consultation process took place in 2016.
3.3 Consultation with Access Groups has been ongoing throughout the delivery of Public Realm schemes and will continue for the development of Phase 5. All schemes incorporate trees and grass wherever practical in response to repeated calls for more greenery in the city centre.
4 Timetable for implementing this decision
4.1 All Growth Deal spend must be defrayed by the end of March 2021 in order to submit a final grant claim. Therefore works are to be completed by end December 2020 to enable time for final payments to be made. This coincides with the deadline imposed by City of Culture, as all works need to be completed before 2021.
4.2 If additional funding is secured, such as WMCA funds the programme will need to adhere to WMCA grant funding rules and be spent within timescales specified within the funding agreement.
Page 51 5. Comments of the Director of Finance and Corporate Services
5.1 Financial implications
This report seeks approval to accept secured Growth Deal grant of £7.75m awarded by the Coventry and Warwickshire LEP (CWLEP), and allocate it to the highest priority schemes identified in Appendix B, and summarised in table 5.1 below. This report also seeks approval of £1.94m capital receipts to be used as match funding for a HLF Bid for restoration of Charterhouse.
The wider proposed £97.3m Public Realm Phase 5 programme requires further significant funding to be secured to deliver the whole programme as presented. However, works are scalable and are proposed would be delivered in priority order of schemes as funding becomes available. As stated above, it is proposed the top priority schemes as set out in Appendix B are funded from the secured CWLEP Local Growth Deal grant
A total of £11.8m from Growth Deal 3 has been secured, £7.75m for these Public Realm proposals and £4.05m towards the new link road to the West of Warwick Road which is covered in the Connecting Coventry Update Cabinet Report.
Table 5.1 outlines the estimated project costs in order of priority. It identifies the specific public realm schemes the £7.75m Local Growth Grant will fund. To satisfy Growth Deal grant conditions all expenditure must be defrayed by 31st March 2021. Therefore if the top priority schemes prove not to be deliverable, the report seeks delegated approval to senior officers and Cabinet members to apply the grant to the next scheme or schemes on the priority list. Quarterly claims are required to be submitted to CWLEP to provide progress updates and ensure spend targets are met. The programme will be subject to the CWLEP assurance framework and external audit.
The remaining unsecure funding will be sought from other sources including from the WMCA from within Coventry’s indicative £284m Devolution Deal allocation, which is subject to WMCA’s assurance framework process. Only once funding is secured will any of the additional schemes be approved. The detailed list of pipeline schemes can be found in Appendix B.
Table 5.1 – Public Realm Phase 5 Programme Funded Schemes
CAPITAL FUNDING GROWTH TOTAL RECEIPTS UNFUNDED SCHEME SECURE or DEAL BUDGET & S106 £m UNSECURE £m £m £m Upper Precinct Secure 6.7 6.7 Bull Yard / Sports Centre Secure 0.5 0.5 Palmer Lane De-Culverting Secure 0.05 0.05 Scheme Development Secure 0.5 0.5 Additional Programme Items Unsecure 8.71 8.71 London Road Crossing/Charterhouse Link Secure 1.94* 1.94 Public Realm 5 Wider Programme Unsecure 0.15** 98.87 99.02 TOTAL 7.75 2.09 107.58 117.42 * Denotes Capital Receipt ** Denotes S106 Funding
Page 52 5.2 Legal implications
The public realm and infrastructure schemes will be delivered under the Council's general highway improvement/traffic management powers under the Highways Act 1980 except in relation to any new or amended formal pedestrian crossings/traffic regulation orders/traffic-calming measures which will be implemented following a separate statutory notice/objection process under the Road Traffic Regulation Act 1984.
5.3 Procurement
It is proposed that resources including project management, design and site staff are procured through the Warwickshire Shared Professional Service Contract.
For the proposed Growth Deal 3 funded works, it is recommended that the Council’s Direct Labour Organisation (DLO) carry out the Upper Precinct works, with support from the Civil Engineering Framework for sub-contractors and Demolition framework for specialise work and additional resources. The public realm works at the new Water Park will be carried out by Buckingham, the contractor for the main works. The de-culverting works at Palmer Lane will be required to be tendered, this is likely to be done through an existing OJEU compliant framework such as the Birmingham Civils Framework, which will be subject to approval by Procurement Board.
If funding is secured for the wider pipeline of projects, then a mix of construction contracts would be use to maximise resource and capacity to ensure delivery in time for 2021. The DLO would potentially carry out some of the schemes, with existing OJEU construction frameworks to be utilised for others. The procurement strategy is to be agreed by the Deputy Chief Executive (Place), following consultation with the Cabinet Members and is subject to approval at Procurement Board.
6 Other implications
6.1 How will this contribute to achievement of the Council's Plan?
6.1.1 The Council's Economic Growth and Property Strategy, to be tabled at Cabinet on 6th March, 2018 sets out the Council’s vision: Coventry will be a city that delivers sustainable and inclusive economic growth enabling all of our residents and businesses to prosper.
6.1.2 The Public Realm Phase 5 programme will indirectly or directly provide jobs across the city and sub-region. The Economic Growth and Property Strategy specifically acknowledges the importance of infrastructure to help create growth and connect people to jobs.
6.1.3 The schemes also support the City Centre Area Action Plan and Local Plan, which identifies the importance of public realm and these key areas for development.
6.1.4 The CWLEP recognises the importance of a successful Coventry city centre to the sub- region as a whole in its strategy. Public Realm Phase 5 is closely aligned with the “Unlocking Growth Potential” theme of the Coventry and Warwickshire Strategic Economic Plan (SEP), specifically by unlocking the potential for development on key new city centre employment sites.
Page 53 6.2 How is risk being managed?
6.2.1 Arrangements are in place within the Place Directorate to deliver the accountable body role ensuring that procedures are in place to manage risk. There is a robust governance structure in place for the public realm programme whereby risks are managed by project team level and reported to project board. Regular risk workshops are undertaken on all projects to ensure active monitoring and management.
6.2.2 The financial risk associated with Local Growth Deal sits with the Council as accountable body. However the risk of claw back is minimal so long as the expenditure is defrayed against eligible activity and in the permitted timeframe. This risk will be mitigated by the implementation of strict procedures for the project management of Growth Deal-funded work.
6.2.3 The City Council’s Economic Development Service oversee all CWLEP Local Growth Deal that comes into the Council beyond just public realm. They are experienced in dealing with external funding and will ensure that suitable monitoring and governance arrangements are in place at a programme level and appropriately align to the CWLEP’s governance structure and CWLEP Assurance Framework.
6.2.4 If additional funding is secured, such as West Midlands Combined Authority Devolution Deal, there is already governance in place including a Coventry WMCA Infrastructure Board which specifically strategically monitors the Council’s Transport and Infrastructure Devo Deal funded projects. There are processes in place to manage WMCA grant accordingly.
6.2.5 The programme manager for the works is responsible for managing compliance with the funding requirements such as publicity, procurement and for monitoring progress including making grant claims to CWLEP. The highly experienced Transport & Highways division who have already successfully delivered previous phases of public realm improvements will continue to implement the public realm schemes.
6.3 What is the impact on the organisation?
6.3.1 HR Implications
6.3.2 To ensure successful delivery of these large projects and the Council’s ability to provide an adequate accountable body function, up to 14 additional posts may be required and will be recruited through the council’s authorised recruitment protocols. Staff are already in place from the previous public realm projects and can continue to carry out this function and take on the new projects, but further resources are required to help support the wider programme delivery, including additional project managers, project support, engineers, communications, finance, procurement and legal officers. The posts will only be recruited to as funding becomes available, and will be capital funded. Agency staff may also be required to support the programme delivery team as required. These will be supplied through the Shared Professional Services Contract.
6.4 Equalities / EIA
6.4.1 Each of the infrastructure projects will undertake an Equality Impact Assessment as part of project development and impact. The public realm proposals will make movement around the city centre easier for everyone. This is because of the removal of unnecessary street furniture and measures to reduce the dominance of traffic. However, access by car for those that need it will be maintained. Discussions with the Access Groups and
Page 54 representative organisations are underway and will continue through scheme development, to ensure that the design of all schemes to be developed properly reflects access needs. There have been regular meetings with the Access Development Group and the Coventry and Warwickshire Access Committee to review the impact of Phase 1 to 4 schemes and to consider the design of further schemes. In particular, the Council has worked closely with the Guide Dogs Association providing funding to help the re-training of guide dogs in the new city centre. The lines of communication will be used to ensure that the needs of all users are considered when developing the projects
6.5 Implications for (or impact on) the environment
6.5.1 The projects will have a positive impact on the environment in the city centre. More green spaces and trees will be introduced into the city centre. The projects will improve the quality of pedestrian and cycle routes in the city centre, and encourage travel by sustainable modes. The Palmer Lane de-culverting scheme will create an open water course in the city centre, water courses in urban locations have been linked to public health benefits.
6.6 Implications for partner organisations?
6.6.1 The City Council will need to work closely with the Coventry City of Culture Trust in the delivery of the works programme.
6.6.2 The public realm activities at Upper Precinct will need to be coordinated with works to be undertaken to the retail infrastructure by Shearers Property Group.
6.6.3 The Council will need to work with the Environment Agency as part of the Palmer Lane de-culverting work.
6.6.4 The Council will be required to work with Coventry University if public realm works proceed in relation to the delivery of their masterplan.
Page 55 Report author:
Name and job title: Colin Knight Director, Transport and Highways
Directorate: Place
Tel and email contact: Tel: 024 7683 4001 Email: [email protected]
(All queries should be directed to the above person)
Contributor/ Title Directorate Date doc Date Approver name sent out response received or approved Contributors: Rhian Palmer Head of Infrastructure Delivery Place 29/01/2018 31/01/2018 Ian Lewis Senior Programme Manager Place 30/01/2018 30/01/2018 Sunny Singh Heer Lead Accountant Place 29/012018 30/01/2018 Lara Knight Governance Services Co-ordinator Place 14/02/2018 14/02/2018 Lucy McGovern Economic and Development Service Place 30/01/2018 31/01/2018 Approvers: (Officers and Members) Oluremi Aremu Major Projects Lead Lawyer Place 30/01/2018 01/02/2018 Phil Helm Finance Manager Place 30/01/2018 02/02/2018 Mick Burn Head of Procurement Place 30/01/2018 31/01/2018 Martin Yardley Deputy Chief Executive (Place) Place 06/02/2018 09/02/2018 Councillor J Innes Cabinet Member for City Services - 09/02/2018 14/02/2018 Councillor J Cabinet Member for Jobs and - 09/02/2018 14/02/2018 O’Boyle Regeneration
This report is published on the council's website: www.coventry.gov.uk/councilmeetings
Page 56 APPENDIX A – Public Realm Phase 5 Overview
The numbered schemes are listed in Appendix B.
Page 57 APPENDIX B - Public Realm Phase 5 Funding Table
CAPITAL FUNDING GROWTH TOTAL PRIORITY RECEIPTS UNFUNDED SCHEME SECURE or DEAL BUDGET ORDER & S106 £m UNSECURE £m £m £m Public Realm Projects Upper Precinct 1 Secure 6.7 6.7 Leisure Destination Public Realm 2 Secure 0.5 0.5 Smithford Way 3 Unsecure 3.9 3.9 Salt Lane/Shrub Walk 4 Unsecure 0.8 0.8 Greyfriars Lane Extension 5 Unsecure 3.9 3.9 Warwick Lane 6 Unsecure 0.2 0.2 Pepper Lane 7 Unsecure 0.4 0.4 Hertford Street 8 Unsecure 2.5 2.5 Coventry Point 9 Unsecure 3 3 Public Art, including upgrade of Canal Public Art Trail 10 Unsecure 1.25 1.25 Canal Tow Path 11 Unsecure 0.15 1.05 1.2 New Union Street MSCP & Public Realm 12 Unsecure 12.5 12.5 Palmer Lane De-Culverting 13 Secure 0.05 0.05 Ringroad cleaning & enhancements (inc Swanswell Viaduct 14 Unsecure 15 15 Extension) Far Gosford Street & link to Two Tone Village 15 Unsecure 1 1 Corporation Street/Queen Victoria Road 16 Unsecure 1 1 Charterhouse restoration (Match funding) 17 Secure 1.94 1.94 London Road Crossing/Charterhouse Link 18 Unsecure 0.4 0.4 Coventry Uni Masterplan 19 Unsecure 1 1 Drapers Hall/Bayley Lane 20 Unsecure 0.5 0.5 Fairfax Street/Britannia refresh 21 Unsecure 2.5 2.5 Sherbourne Loop 22 Unsecure 0.8 0.8 Ford Hospital Cut through 23 Unsecure 1.22 1.22 Junction 9 24 Unsecure 13.9 13.9 Junction 4 & 5 25 Unsecure 11.6 11.6 Junction 1 26 Unsecure 6.75 6.75 Junction 7/Moat Street Car Park 27 Unsecure 10 10 Pinchpoint - Warwick Road lane extension 28 Unsecure 1.1 1.1 Bishop Street Car Park/Cook Street Gate 29 Unsecure 0.6 0.6 Pinchpoint - Spon End 30 Unsecure 2 2 Cross Cutting Items White Street Coach Park Unsecure 0.01 0.01 Wayfinding & Communication Unsecure 3 3 Cycling Improvements Unsecure 0.2 0.2 Existing Public Realm Refres Unsecure 0.6 0.6 Improvements to key radial routes Unsecure 0.5 0.5 Scheme Development Secure 0.5 0.5 Project Management Unsecure 4.4 4.4 TOTAL 7.75 2.09 107.58 117.42
Please refer to Section 5 of the report regarding funding options that are being pursued. Page 58 APPENDIX C – Description of projects proposed under Public Realm Phase 5
1. Upper Precinct Public realm improvements to help restore the Upper Precinct to the 1950’s Gibson Plan. The scheme will involve de-cluttering, planting and high quality paving to create an attractive public space and open up the views of the Spires. The works will complement works being undertaken by Shearers in relation to upgrading the retail space. 2. Waterpark and Leisure Destination Public Realm Delivery of high quality public realm adjacent to the new Water Park on New Union Street/Bull Yard. 3. Smithford Way/Market Way The demolition of a number of commercial properties will allow for the provision of a public plaza area linking together Smithford Way/West Orchards/Belgrade Theatre with additional public realm works along Smithford Way extending to Market Way using enhanced materials to link into the other local public realm works. 4. Salt Lane/Shrub Walk In addition to the new Salt Lane car park being constructed the surrounding footpaths and access points are to receive upgraded and enhanced walkways to encourage the passage of visitors to key locations within the city centre. High quality public realm will be created, and will be similar to the design in Greyfriars Lane to create a consistent route. 5. Greyfriars Lane Extension To extend the recently completed and well received public realm works at the top of Greyfriars Lane to the junction of New Union Street, whilst complimenting the historical Fords Hospital building and the newly constructed Water Park, both seen as key components of the City of Culture and attracting people to Coventry. 6. Warwick Lane To tie into the adjacent public realm areas Warwick Lane will be refreshed with new surfacing, lining and kerb side barriers to make the area more attractive to those using this area. 7. Pepper Lane The scheme would mirror the improvements delivered in Greyfriars Lane in terms of design and materials, and provide an attractive link to the Cathedral as well as complement the improvements to Cathedral Lanes. 8. Hertford Street Upgrading of the existing surfacing and street furniture with enhanced public realm materials, combined with the removal of the Nationwide Bank to provide a direct link for pedestrians from the train station into Broadgate. Public art will be included in the proposals, such as the ‘Peeping Tom’. 9. Coventry Point Demolition of the multi-storey building and associated buildings and repaving to create an unobstructed means of access between Market Way and the City Arcade, which forms part of the City Centre South development. This could create an attractive events space. 10. Public Art Installation of a number of new and refurbished pieces of art along key routes into the city centre, including supporting a Coventry Public Art trail. This would include the rebuilding of the Coventry Cross in Cross Cheaping and restoration of the Canal art trail. 11. Canal Tow Path This scheme would see the canal tow path being upgraded, which would complement the public art trail and link to developments along the canal up to the city boundary. Page 59 12. New Union Street MSCP & Public Realm The current MSCP at New Union Street is at the end of its lifespan. Located in a prime city centre location, it is proposed the existing facility is demolished and a new multi storey car park created with complementary public realm works to develop and enhance the area on one of the main entry points from the ring road into the city centre. The funding for this could potentially be via prudential borrowing as this would be self-financing. 13. Palmer Lane de-culverting The scheme involves the removal of a small section of the culvert roof over the River Sherbourne and deliver attractive public realm works adjacent to the river. This supports the ongoing regeneration of the Burges area. The contribution is part of a wider £3.8m investment in this area. 14. Ring road cleaning and enhancements Works are due to be completed soon on the first phase of the Swanswell Viaduct refurbishments. This project would deliver the second phase of the scheme, as well as enable a wider cleaning and repairs programme for the ring road. 15. Far Gosford Street& link to Two Tone Village Fargo village is likely to be one of the main city centre based events venues during City of Culture, and already hosts a plethora of well attended events. The proposal is the upgrade the public realm, introducing high quality paving and de-cluttering to create a more attractive walking route along Far Gosford Street. The Two Tone Village is a city treasure that is underutilised due to poor accessibility and people not being aware of its location. Signage will be installed to promote a walking route from Far Gosford Street to the attraction to boost footfall. 16. Corporation Street & Queen Victoria Road This scheme will continue the line of already completed public realm works on Queen Victoria Road and Corporation Street and tie in with the redevelopment of the former Co-Operative building. 17 & 18 London Road Crossing/Charterhouse Link & Charterhouse Refurbishment The introduction of a new controlled pedestrian crossing on London Road to provide a link between Charterhouse and London Road Cemetery which is part of the proposed Historic Coventry route in and around the City. £1.94m will also contribute towards the £11m ambitious plans to refurbish the Grade 1 listed Charterhouse, which will become a focal point of a new city centre based heritage park. 19. Coventry University Masterplan - Gosford/Cox/Lower Ford St Coventry University are proposing some major changes to their city centre campus, including demolition of the James Starley building. This will provide an opportunity to potentially downgrade traffic in this area, as well as create some attractive temporary events spaces. 20. Drapers Hall/Bayley Lane Drapers Hall is proposed to be refurbished to create a classical music venue in the heart of the city centre. Works are required in adjacent Bayley Lane to improve the setting and access to the venue. 21. Fairfax Street/Britannia refresh This scheme would improve the setting of Fairfax Street, which is one of the key visitor arrival points by coach to the city. The scheme would also involve improvements to the façade of the Britannia Hotel. 22. Sherbourne Loop The scheme will create an attractive green 2 mile cycle/walking circular route from Far Gosford Street following the River Sherbourne. 23. Ford Hospital Cut through Demolition of adjacent buildings will open up this area and create a high quality plaza and route between the city centre and the historic Fords Hospital. This would help showcase this historical building and improve access. Access will also be linked to the nearby new Salt Lane multi storey car park and the Water Park.Page 60 24. Junction 9 A road improvement scheme the will reduce congestion at a key junction of the ring road whilst also provide a more suitable means of pedestrian access into the city centre and linkage to Belgrade Theatre and the Canal Basin. The scheme would also involve potential extension of the canal basin, and open up development land for housing. 25. Junction 4 & Junction 5 The works at Junction 4 will involve revising the existing layout of the junction to reduce congestion and develop a safer at-grade means of crossing points around the junction whilst increasing the public open space area to the front of the Grade I listed Whitefriars Monastery. The proposed scheme at Junction 5 will see the removal of the existing underground subway routes and provide a safer means of crossing the ring road whilst reducing traffic congestion locally. Road space will be realigned to provide wider footpaths over a new footbridge. This will better connect Coventry University with the TechnoPark. 26. Junction 1 Reconfiguration of the existing ring road junction to reduce congestion and install controlled crossing points to provide a better means of access between the Canal Basin and City Centre. 27. Junction 7/Moat Street Car Park This scheme will involve reducing the footprint of junction 7 to unlock development land and make the junction more accessible for pedestrians and cyclists. 28. Pinchpoint - Warwick Road lane extension At peak times Warwick Road is very congested, which is exacerbated by a bottle next south of the railway bridge. This scheme will widen the road and create an extra lane to assist with traffic flows. 29. Bishop Street Car Park/Cook Street Gate & St Mary's Chapel link Bishop Street is a key link to the Canal Basin, which hosts the popular Tin music venue along with other attractions. The current state of Bishop Street is run down and unappealing. The scheme would reinvigorate the public realm and create an attractive walking route to the pedestrian crossing. The scheme will also seek to enhance Cook Street Gate and the link to the attractive St Mary’s Chapel. 30. Pinchpoint - Spon End A scheme to reduce the traffic congestion into city along Spon End that would see localised road widening and realignment around the existing rail bridge arches, including for upgraded crossing points and wide footways.
Cross Cutting Items White Street Coach Park In order to cater for a growth in visitors to the city, works are to be undertaken on the existing coach park to improve facilities and the area surrounding it to ensure that a positive visitor experience is created from first impressions. Wayfinding & Communications Installation of various interactive and non-interactive wayfinding signage and infrastructure to compliment the city centre locations, buildings and routes that visitors may wish to or be encouraged to follow. This would also include refurbishment or replacement of the MESH communications network. Cycling Improvements A series of city centre cycle infrastructure is proposed to improve accessibility and facilities in the city centre and improve connectivity between the city centre and outer ring road.
Page 61 Existing Public Realm Refresh measures Some of the public realm schemes delivered over the last 7 years are in need of a refresh to ensure the highway quality standard of public realm is maintained. This may include some repaving works, along with greening and planting schemes. Improvements to Key Radial Routes This scheme will involve improving the attractiveness of the key radial routes into the city, through surfacing, greening and planting. Scheme Development In order to secure further funding for this programme, work will need to be undertaken to develop schemes in order to submit funding bids. This work will involve concept design, cost consultant support, programming and business case preparation.
Project Management Additional resource will be required to deliver Public Realm Phase 5. The amount of resources required will be scalable and dependant on the amount of works to be delivered. Funding will be topsliced accordingly to fund additional posts from grant. Resources could include project management, engineers, site support, communications, legal, procurement and finance support.
Page 62 Council – 13th March 2018 Agenda Item 8 Recommendation from Cabinet 6th March 2018
Coventry City Council Minutes of the Meeting of Cabinet held at 2.00 pm on Tuesday, 6 March 2018
Present: Members: Councillor G Duggins (Chair) Councillor F Abbott Councillor K Caan Councillor J Innes Councillor A Khan Councillor K Maton Councillor J Mutton Councillor J O'Boyle Councillor E Ruane
Deputy Cabinet Members Councillor P Akhtar Present: Councillor R Ali Councillor B Kaur Councillor C Thomas
Non-Voting Opposition Councillor J Lepoidevin (Substitute for Councillor A Andrews) Members: Councillor G Ridley
Other Members Present: Councillor R Brown Councillor J Clifford Councillor G Crookes Councillor M Mutton Councillor G Williams
Employees (by Directorate): Chief Executive M Reeves (Chief Executive)
People P. Barnett, D Ashmore
Place M Yardley (Deputy Chief Executive (Place), M Burn, N Clews, G Griffiths, B Hastie, C Knight, K Mawby, J Newman, M Salmon, A Walster, A Williams
Apologies: Councillor A Andrews Councillor L Bigham Councillor McNicholas
– 1 – Page 63 RECOMMENDATIONS
139. Public Realm Phase 5
The Cabinet considered a report of the Deputy Chief Executive (Place) that would also be considered by Council at their meeting on 13th March 2018, that provided detailed works for schemes in Coventry City Centre Public Realm Phase 5, as set out in the appendices to the report, and their prioritisation for implementation. It also sought agreement of the detailed works for additional Public Realm Phase 5 schemes if further funding was secured and to the addition of £1.94m Council Capital Receipts to the 5 year Capital Programme, to contribute to the Charterhouse restoration.
Since 2011 the Council had transformed the City Centre through a £57m programme of investment in the public realm. The impact of this work had been significant, attracting developers to invest in the City such as Shearers Property Group who were transforming Cathedral Lanes into a vibrant restaurant quarter. This investment would be complemented by Phase 4 of the public realm improvements due to be completed later this year, using Coventry and Warwickshire Local Enterprise Partnership (CWLEP) Local Growth Deal grant.
The award of UK City of Culture provided a fantastic opportunity to further enhance the City Centre in preparation for 2021 to ensure people gained a positive image of the City, and to create a lasting legacy for residents and businesses beyond 2021. Given the investment already made in public realm, Coventry has the opportunity to consider the delivery of an even more ambitious programme of public realm improvements. A series of transformational public realm improvements were proposed to be delivered under a new Public Realm Phase 5 Programme. The proposed schemes would deliver enhancements to key strategic areas of the City, improve accessibility and connectivity across the City and also enhance the setting of the key events venues and visitor attractions.
To develop the Programme for Phase 5, the likely venues for City of Culture had been mapped, along with completed Public Realm Schemes and other visitor attractions, as set out in Appendix A to the report. To maximize the potential of the City Centre, it was essential to ensure the links between attractions were high quality, greener, designed for people, and accessible to all. The proposed priority order, as outlined below, reflected location and likely footfall. Further detail on the Schemes was included in Appendices B and C to the report.
Transformation of Upper Precinct, delivering public realm enhancements which would de-clutter, create a high quality attractive space and complement Shearer Property Group’s recently approved plans for Upper Precinct. Improvements to the public realm outside the new waterpark and leisure centre. An extension of public realm improvements in Upper Precinct to Smithford Way and Market Way. Public realm improvements to complement Salt Lane Multi-Storey Car Park including improvements to Shrub Walk, Warwick Lane and links to Hertford Street Pepper Lane –
– 2 – Page 64 mirroring the public realm created in Greyfriars Lane to create an attractive walking route to the Cathedral quarter. A public art programme which would include restoration of pieces currently in store to be put back on display, alongside restoring the Canal arts trail and upgrading the canal tow path. Upgrade of New Union Street Multi-Storey car park and associated public realm. A funding contribution towards a Heritage Lottery Funded Scheme to de-culvert the River Sherbourne in Palmer Lane, as part of the wider improvements to the Burges area. Ring Road enhancements and junction upgrades in strategic locations, improving connectivity between the outer ring road and City Centre and unlocking development land and cleaning to improve the appearance of the ring road. Improvements to Far Gosford Street and the setting of Fargo village, including improving links to Two Tone Village. Improvements to the public realm on key links to events venues including Far Gosford Street, Fairfax Street and Bayley Lane. Improvements to Corporation Street and Queen Victoria Road, complementing the redevelopment of the former Co-operative Building. Works to complement Coventry University’s masterplan, including public realm enhancements to Cox Street, Ford Street and Lower Ford Street. Work to support the Sherbourne Loop proposal, including a funding contribution towards the Charterhouse refurbishment and a pedestrian crossing to connect Charterhouse and London Road cemetery.
Alongside the above projects, the Programme also included the following:
Upgrade of coach parking facilities across the City Centre. Improved wayfinding and digital signage strategy. Improvements to cycling infrastructure, including the Canal towpath. Improve the attractiveness of key radial routes into the City. Refresh previous public realm schemes delivered in the City Centre. Funding for the development of additional schemes to attract further funding. Top slice the available budget to fund staff to deliver the Programme.
The priority order may be amended in response to funding availability and deliverability of the projects. The aspiration was to deliver as many transformational schemes as practical by 2021, with a longer term aim to deliver the remaining schemes post 2021 to create a lasting legacy. The total programme cost was estimated to be in the region of £120m, which included the funding necessary to provide for the estimated additional 14 posts required to deliver the ambitious programme ahead of 2021. The costs were estimates at present, the list of projects wasn’t exhaustive and adequate funding to deliver the Schemes did not currently exist. It was recognised that a Programme of this significance would have impact upon the Capital Programme and external funding would need to be secured. Therefore, delegated authority was sought in order for the Deputy Chief Executive (Place), following consultation with the Cabinet Member for City
– 3 – Page 65 Services and Cabinet Member for Jobs and Regeneration and Section 151 officer, to agree the detailed Programme of works should funding become available.
The Public Realm Phase 5 Programme delivery would need to be carefully co- ordinated to ensure the City Centre remained open for business and disruption was kept to a minimum. The work would also need to be co-ordinated around major events that would take place in the run up to City of Culture.
Currently the Council had successfully secured £11.8M Local Growth Deal funds from Coventry and Warwickshire Local Enterprise Partnership (CWLEP). Of this £7.75m was allocated to deliver the initial Phase 5 of City Centre Public Realm improvements. As the CWLEP funding was time limited, it would be allocated to the top priority project or projects as set out in this report. The remaining £4m was allocated to deliver other key infrastructure projects as set out in the Connecting Coventry Update Cabinet Report, also considered by Cabinet on 6th March 2018. The Council had also identified £1.94m capital receipts to match fund the Heritage Lottery Fund (HLF) Bid to restore the Grade I listed Charterhouse and re-open to the public as part of proposals to create a new heritage park.
In addition, to support Coventry’s City of Culture status, it was proposed that further funding would be sought from other sources, including WMCA for funding from within Coventry’s £284m Devolution Deal allocation (which included £37m from the HS2 connectivity package), along with exploring other government funding opportunities. A funding bid would be required to be submitted for additional funding for Public Realm. If WMCA funding was sought, a business case would be required and approval would be subject to WMCA’s assurance framework process.
The Cabinet agreed to:
1) Agrees the draft scheme list and delegate authority to the Deputy Chief Executive (Place), following consultation with Cabinet Members for City Services and Jobs and Regeneration, to agree the detailed works for Schemes in Coventry City Centre Public Realm Phase 5, as set out in the appendices to the report and their prioritisation for implementation.
2) Delegates authority to the Deputy Chief Executive (Place), following consultation with Cabinet Members for City Services and Jobs and Regeneration and the Director of Finance and Corporate Services, to agree the detailed works for additional Public Realm Phase 5 Schemes if further funding is secured.
RESOLVED that the Cabinet recommends that Council:
1) Authorises the Council to enter into Local Growth Deal funding agreements for £7.75m Growth Deal 3 for the top priority schemes in the Public Realm Phase 5 Programme.
2) Approves the addition of £1.94m Council Capital Receipts to the 5 year Capital Programme, to contribute to the Charterhouse restoration.
– 4 – Page 66 3) Delegates authority to the Deputy Chief Executive (Place) and the Director of Finance and Corporate Services following consultation with the Cabinet Member for Jobs and Regeneration and the Cabinet Member for City Services to enter into future WMCA funding agreements secured and deemed necessary to deliver the Public Realm 5 schemes which shall include the authority to:
Determine the final content of the relevant Outline and Full Business Cases and submit funding bids to the West Midlands Combined Authority in relation to the work to be delivered within the Public Realm 5 scheme; and
If the funding bids are successful to agree the final terms of the grant agreement with the WMCA
4) Notes the addition of the Growth Deal 3 £7.75m Public Realm Phase 5 Programme of works, as set out in Appendix B to the report, has been approved as part of the Capital 5 Year Programme that was taken to Council as part of the Budget Report 2018-2019 on 20th February 2018 (their minute 128/17 refers).
5) Delegates authority to the Deputy Chief Executive (Place), following consultation with Cabinet Members for City Services and Jobs and Regeneration, alongside Procurement Board to agree the most appropriate procurement route for the works to be delivered.
– 5 – Page 67 This page is intentionally left blank Agenda Item 9
Public report Cabinet
Cabinet 6 March 2018 Council 13 March 2018
Name of Cabinet Member: Cabinet Member for Jobs and Regeneration – Councillor J O’Boyle
Ward(s) affected: City-wide
Director Approving Submission of the report: Deputy Chief Executive (Place)
Title: Connecting Coventry - Strategic Transport Investment Programme Update
Is this a key decision? Yes – the proposals have financial implications of over £1m per annum and will have an impact across the whole City.
Executive Summary:
Coventry’s Strategic Transport Investment Strategy ‘Connecting Coventry’ aims to maximise the economic potential of the city through investment in transport infrastructure to support growth and jobs. The strategy was approved by Council in January 2017. It set out an ambitious £620m programme over the next ten years to improve the resilience of the road network, ensuring connectivity to HS2 and job opportunities around the new station, expansion of railway capacity and linking key development and employment sites.
This report provides an update on how the Strategy has progressed over the last 14 months, and seeks further approvals to take forward to delivery.
The Strategy supports the transport infrastructure and development plans for the wider region (see Appendix 1 to the report). Coventry’s programme is summarised in Appendix 2 to the report, which outlines four key programmes: o Coventry South – major highway and rail proposals to facilitate growth, especially around Jaguar Land Rover and the University of Warwick and to provide connectivity to HS2 and UK Central; o City Centre First – a major increase in capacity at Coventry Railway Station, highway improvements around the railway station to facilitate not only growth at the railway station but also unlock the western extent of the Friargate development; and city centre infrastructure improvements; o Coventry North – road capacity improvements to the North West of the city and on the A444 and M6 junction 3; o Very Light Rail – investment in the research and development of Very Light Rail and subsequent implementation.
Page 69 Investment is sought from a number of sources to fund the Strategic Transport Investment programme. One of the main sources is through West Midlands Combined Authority (WMCA) Devolution Deal. Coventry’s allocation is £284m (including £37m from the HS2 connectivity package), funding from which must be secured through a bidding process via WMCA’s assurance framework. Other key funding sources include Coventry and Warwickshire Local Enterprise Partnership (CWLEP) Local Growth Deal, Department for Transport (DfT), Highways England (HE), developer contributions and prudential borrowing. Excellent progress is being made, with the total funding secured now at £141m and further business cases are awaiting approval or are soon to be submitted.
The award of City of Culture 2021 status to Coventry offers a fantastic opportunity to boost growth for the city and wider sub-region. Having the transport infrastructure in place is critical to facilitate and maximise the benefits of City of Culture. This has prompted a review of programme and it is recommended that the Station Masterplan and city centre infrastructure improvements are brought forward to be delivered by the end of 2020.
It is important that city centre infrastructure improvements required to support City of Culture are delivered in time for 2021 and leave a legacy for Coventry. The schemes previously submitted in Spring 2017 to WMCA via a Strategic Outline Business Case for the city centre included improvements to strategic ring road junctions, to help unlock development land and improve access to cultural destinations. Following the City of Culture award, the city centre infrastructure and public realm programme is under review to ensure that priority schemes are delivered in time for 2021. It is imperative all works are completed ahead of the City of Culture to maximise visitor experience.
To showcase the city’s position as a world class centre for innovation, it is proposed to bring forward delivery of a section of the first proposed Very Light Rail route in time for the City of Culture in 2021. The feasibility of this is currently being investigated, and a further report will be brought to Council later this spring if it is considered both deliverable and financially viable to bring forward.
In order to deliver the Very Light Rail project in time for City of Culture, approval is sought to enter into a Contract for Services with Warwick Manufacturing Group (WMG) develop and deliver a safety certified prototype vehicle and track system. The City Council is also collaborating with Dudley Council and WMG on the creation of the Very Light Rail Innovation Centre in Dudley which will create a facility for testing vehicles and track.
It should be noted that there is a robust governance structure in place for the programme that captures risk management for each of the projects within the overarching programme. The budget for each project includes contingency to allow for any cost increases and there is some flexibility to manage funding across the programme, subject to approvals for any variations from funding bodies.
Further to the above, it is imperative that coordination of activities across the road and rail network are managed strategically, given the significant works that are about to commence in the region which will impact on those travelling to Coventry, including HS2, Highways England Smart Motorways schemes at M6 J2-4, M42 J6 and M40/M42 interchange. Coventry City Council will be required to work closely with Transport for West Midlands and neighbouring authorities in order to coordinate activities to support network resilience. Coventry City Council will also be required to work closely with the City of Culture Trust regarding events planning, to ensure that events are coordinated around major planned works. The volume of works taking place will influence the ability of the Council to deliver some of the proposed schemes ahead of 2021, therefore flexibility will be required regarding the timing and approach to delivery.
Page 70 Finally, in order to deliver an accelerated programme for City of Culture, considerable additional resources will be required, which includes project management, financial, legal and procurement support. It is proposed any additional posts are to be funded out of the capital grant secured for the projects.
Recommendations:
Cabinet is asked to recommend that Council:
1. Delegate authority to the Deputy Chief Executive (Place), following consultation with the Leader, Cabinet Member for Jobs and Regeneration and the Director of Finance and Corporate Services, and in the case of city centre public realm and infrastructure improvements, also the Cabinet Member for City Services to:
• Determine the final content of the relevant Outline and Full Business Cases and submit funding bids to the West Midlands Combined Authority in relation to the work packages within the Connecting Coventry Programme; • Determine the programme for city centre infrastructure and public realm improvements to be delivered ahead of 2021. • Determine the final content of the Full Business Case to the Department for Transport for the A46/Stoneleigh Junction Improvement scheme. • Determine resource requirements for delivery of the programme and support recruitment of additional posts which are to be capital funded.
2. Note the addition to the Council’s 5 Year Capital Programme, as approved by Council on 20th February, 2018, WMCA grant awarded for £12.2m for the Very Light Rail project, including a £4.3m contribution for Dudley Metropolitan Borough Council’s Very Light Rail Innovation Centre, which will deliver a facility that the Coventry Very Light Rail system can be tested.
3. Note the addition of the Housing Infrastructure Fund grant awarded for the A45/Eastern Green (£12.7m) and approve addition of the successful A45/Eastern Green project to the Council’s 5 year Capital Programme as approved by Council on 20th February, 2018 and delegate authority to the Deputy Chief Executive (Place), following consultation with the Director of Finance and Corporate Services to enter into funding agreements as appropriate.
4. Note the addition of £4m Growth Deal funding for Coventry Station Masterplan highway improvements and £0.95m for improvements to the A45 corridor to the Council’s 5 Year Capital Programme as approved by Council on 20th February, 2018 and become the accountable body for grant funding, entering into the necessary legal documentations with Coventry and Warwickshire Local Enterprise Partnership.
5. Authorise procurement of the necessary resources from grant funding sources as set out section 5 of this report to assist with submission of the bids and the delivery of the Connecting Coventry programme through the Shared Professional Services Contract or another compliant public sector framework which are to be funded from this programme;
6. Authorise that Coventry City Council enter into a Services Agreement with Warwick Manufacturing Group for up to £10m for research and development up to a vehicle prototype and track solution for the Coventry Very Light Rail project; see note above
Page 71 7. Should the bids referred to in this report be successful, authorize officers to enter into the necessary legal documentations to secure the funding required to deliver the Connecting Coventry Programme;
8. Delegate authority to the Deputy Chief Executive for Place and the Director of Finance and Corporate Services (following consultation with the Leader, the Cabinet Member for Jobs and Regeneration and the Monitoring Officer) to enter into necessary legal agreements in order to deliver the Connecting Coventry programme, including property, legal, commercial and collaboration agreements with partners and contractors.
9. Approve that the Council act as the accountable body, and delegate authority to the S151 Officer to enter into the appropriate funding agreements with the Coventry and Warwickshire Local Enterprise Partnership, West Midlands Combined Authority and Department for Transport and partners who will be recipients of grant funding, including Warwickshire County Council, Transport for West Midlands and Warwick Manufacturing Group.
Council is recommended:
1. To delegate authority to the Deputy Chief Executive (Place), following consultation with the Leader, Cabinet Member for Jobs and Regeneration and the Director of Finance and Corporate Services, and in the case of city centre public realm and infrastructure improvements, also the Cabinet Member for City Services to:
Determine the final content of the relevant Outline and Full Business Cases and submit funding bids to the West Midlands Combined Authority in relation to the work packages within the Connecting Coventry Programme; Determine the programme for city centre infrastructure and public realm improvements to be delivered ahead of 2021. Determine the final content of the Full Business Case to the Department for Transport for the A46/Stoneleigh Junction Improvement scheme. Determine resource requirements for delivery of the programme and support recruitment of additional posts which are to be capital funded.
2. To note the addition to the Council’s 5 Year Capital Programme, as approved by Council on 20th February, 2018, WMCA grant awarded for £12.2m for the Very Light Rail project, including a £4.3m contribution for Dudley Metropolitan Borough Council’s Very Light Rail Innovation Centre, which will deliver a facility that the Coventry Very Light Rail system can be tested.
3. To note the addition of the Housing Infrastructure Fund grant awarded for the A45/Eastern Green (£12.7m) and approve addition of the successful A45/Eastern Green project to the Council’s 5 year Capital Programme as approved by Council on 20th February, 2018 and delegate authority to the Deputy Chief Executive (Place), following consultation with the Director of Finance and Corporate Services to enter into funding agreements as appropriate.
4. To note the addition of £4m Growth Deal funding for Coventry Station Masterplan highway improvements and £0.95m for improvements to the A45 corridor to the Council’s 5 Year Capital Programme as approved by Council on 20th February, 2018 and become the accountable body for grant funding, entering into the necessary legal documentations with Coventry and Warwickshire Local Enterprise Partnership.
Page 72 5. To authorise procurement of the necessary resources to assist with submission of the bids and the delivery of the Connecting Coventry programme through the Shared Professional Services Contract or another compliant public sector framework which are to be funded from this programme.
6. To authorise that Coventry City Council enter into a Services Agreement with Warwick Manufacturing Group for up to £10m for research and development up to a vehicle prototype and track solution for the Coventry Very Light Rail project. 7. Should the bids referred to in this report be successful, authorize officers to enter into the necessary legal documentations to secure the funding required to deliver the Connecting Coventry Programme.
8. To delegate authority to the Deputy Chief Executive for Place and the Director of Finance and Corporate Services, (following consultation with the Leader, the Cabinet Member for Jobs and Regeneration and the Monitoring Officer) to enter into necessary legal agreements in order to deliver the Connecting Coventry programme, including property, legal, commercial and collaboration agreements with partners and contractors.
9. To approve that the Council act as the accountable body, and delegate authority to the S151 Officer to enter into the appropriate funding agreements with the Coventry and Warwickshire Local Enterprise Partnership, West Midlands Combined Authority and Department for Transport and partners who will be recipients of grant funding, including Warwickshire County Council, Transport for West Midlands and Warwick Manufacturing Group.
List of Appendices included:
Appendix 1 – Outline strategic transport strategy Appendix 2 – Location plan for the Coventry Strategic Transport Package Appendix 3 – Resource Package
Background papers:
None
Other useful documents:
Reports: Council 31st May 2016: Implementing the Devolution Agreement – Provision for Mayoral West Midlands Combined Authority Cabinet 24th January 2017 - City Centre South Cabinet 24th January 2017 - Coventry Station Masterplan Update Cabinet 24th January 2017 - Connecting Coventry Strategic Transport Investment Programme Cabinet 13th February 2018 - Coventry Station Masterplan Land Acquisition Cabinet 6th March 2018 - Public Realm Phase 5 Cabinet 6th March 2018 - 2018/19 Transportation and Highway Maintenance Capital Report
All previous reports are available via the Council’s website: http://democraticservices.coventry.gov.uk/mgListCommittees.aspx?bcr=1
Has it been or will it be considered by Scrutiny?
No
Page 73 Has it been or will it be considered by any other Council Committee, Advisory Panel or other body?
No
Will this report go to Council?
No
Page 74 Report title: Connecting Coventry - Strategic Transport Investment Programme Update
1. Context (or background)
1.1 Coventry is a dynamic and rapidly growing city where transport investment is needed to keep pace with expected change. In 2004 the city’s population was under 300,000. It has grown steadily since to 345,000 and is forecast to reach over 415,000 in the next 20 years. Furthermore, in the proposed next Local Plan period up to 2031, an additional 42,000 houses in or around Coventry will be needed along with nearly 50,000 jobs to meet the needs of our growing City.
1.2 In order to realise the city’s true economic potential and to deliver the local plan aspirations, it is going to be necessary to invest in and lobby for investment in schemes beyond the city’s boundaries as well as further schemes within the city. Council approved an ambitious programme of schemes (road and rail) to help drive this growth in January 2017.
1.3 Since Council approval there has been excellent progress on the delivery of the strategy, with governance in place for all programmes and a further £44m funding approved. A total of £141m has therefore already been secured to date against the £636m programme which includes: Highways England committing £65m for Binley roundabout upgrade which is due to commence Spring 2020; £4m WMCA and DfT funding for scheme development of the Coventry South package; £42.6m funding for Coventry Station Masterplan, including the recent award of £4m Growth Deal 3 for highway improvements; £14.6m for Very Light Rail Research and Development; £12.73m Housing Investment Fund grant for infrastructure improvements to unlock development land in Eastern Green £0.95m Growth Deal funding for improvements to the A45 corridor
A further £39.4m devolution deal funding is expected to be awarded by WMCA Board on 9th March for Coventry Station Masterplan, subject to approval of the full business case, taking Coventry’s secured funding to over £180m.
1.4 The principal objectives of this investment are to:
- Protect and enhance Coventry’s ‘unique selling point’ as an attractive place to invest due to its central location and major freight facilities; - Provide connectivity to the jobs that will be created by the arrival of High Speed Rail and the new Birmingham Interchange station near the NEC and the planned major employment development (known as ‘UK Central’) along with the recently announced plans for Birmingham Airport; - Improve connectivity to the East Midlands and the logistics ‘golden’ triangle that is essential for supporting supply chains to industry; - Provide greater resilience to the motorway and trunk road network: when problems occur on the M6 the A45 and other routes around Coventry are frequently brought to a standstill and this undermines the attraction of the city as a place in which to invest; - Provide benefits for local users of the network and businesses from increased resilience; - Increase the number of destinations served directly from Coventry Railway Station: the economic case for this was set out in the ‘Coventry Rail Story’ which was reported to Cabinet on 3rd March, 2015.
Page 75 1.5 A radical programme of interventions is therefore needed over the next few years to help facilitate future jobs and growth. Coventry’s response includes the following key projects:
- Expansion of Coventry Station: additional platform and a doubling of passenger capacity through a new entrance, additional car parking, new footbridge and bus interchange; - Infrastructure improvements in the city centre, including ring road junction upgrades and public realm; - A new road link to the south and west of Coventry to provide connectivity to HS2/UK Central and an alternative route for diverted M6 traffic; - An increase in strategic park and ride sites to the south of the city, including Tile Hill Station through expansion of car park facilities; - Improvements to A444 and J3 M6 and implementation of the ‘Keresley Link Road’ to drive growth in the north of the city; and - A ‘step change’ in the quality of public transport through the delivery of an innovative Very Light Rail system,
1.6 The Coventry City of Culture award has added an additional dimension to the strategy, in terms of creating a real opportunity to make a significant impact on the city ahead of 2021, and ensure a lasting legacy is created. This report sets out the work that has been undertaken in the last 14 months on these key projects and how they are to be taken forward to delivery, including what schemes are recommended to be brought forward to be delivered ahead of 2021.
2. Options considered and recommended proposal
2.1 The Connecting Coventry Programme consists of four key work packages that in turn are made up of a number of linked schemes which together will deliver outcomes greater than the sum of their individual parts. The four main work packages locations are shown in Appendix 2 and are outlined in more detail below.
2.2 Coventry South Package 2.2.1 The south of Coventry is rapidly developing as a major research and employment hub, with both Jaguar Land Rover and the University of Warwick having major investment and expansion plans. Developments at UK Central in Solihull as well as HS2 will provide further employment opportunities and major housing sites are likely to come forward during the next Local Plan period that will put additional pressure on the existing transport network.
2.2.2 During peak times when roads are congested, Coventry has limited connectivity to UK Central, Birmingham Airport and HS2 via the A45. A number of interventions have been introduced over the last few years to improve traffic flow on the A45 corridor, but these only provide short to medium term relief. The connectivity problems are magnified when an accident occurs on the motorway network which leads to major re-routing of traffic onto the A45 and other routes around Coventry often causing grid lock. A longer term solution is therefore necessary which can facilitate the expected growth, connect Coventry citizens to future employment opportunities and enhance the resilience of the strategic road network.
2.2.3 A Strategic Outline Business Case has been submitted to WMCA for this package, and £0.8m secured for scheme development. Further to this £2.8m has been secured from the DfT for scheme development to the south and west of Coventry. £19.6m DfT funding
Page 76 was previously allocated to a scheme to upgrade the Kenilworth Road/A45 junction, but a decision has been taken to divert these funds to the A46 Stoneleigh Junction, which will be subject to a full DfT Business Case. The business case is due to be submitted late spring 2018. A separate business case will also be submitted to WMCA for match funding.
2.2.4 As part of the Coventry South package proposed interventions include: Major capacity improvements to the A46 junctions with A428 (Binley) and B4082 (Walsgrave) to be delivered as part of Highways England’s Road Investment Strategy; A major capacity improvement to the A46 junction with Stoneleigh Road south of Coventry to address current capacity problems in the area to improve access to the University of Warwick) and allow Stoneleigh Park to develop; this scheme is referred to as A46 Link Road Phase 1; A new road to provide capacity for future growth, including at the University of Warwick and Westwood Business Park, linking A46 Stoneleigh Road junction to the University of Warwick (referred to as A46 Link Road Phase 2); An extension of the above new road to link to UK Central at Solihull either via a route directly onto the A45 or A452 (referred to as A46 Link Road Phase 3); A new strategic park and ride facility in the south of Coventry to cater for future growth. Additional car park provision at Tile Hill Station to meet the needs of growing passenger use. Improvements to the A45 corridor to improve traffic flow and reduce congestion. A new junction will be created on the A45 with new highway infrastructure to help support housing growth at Eastern Green.
2.2.5 Warwickshire County Council is leading on the delivery of improvements to A46/Stoneleigh Interchange. Works are due to commence later this year. Coventry City Council and Warwickshire County Council will jointly submit a Full Business Case to WMCA and DfT to obtain funding for the project in the spring. Coventry City Council are the accountable body for the DfT and WMCA funding. A grant aid agreement will need to be entered into between Coventry City Council and Warwickshire County Council accordingly which protects Coventry City Council as the accountable body and ensures delivery of the project. Warwickshire are leading on scheme development (with input from Coventry City Council) for further infrastructure improvements to the south and west of Coventry, which are still at early development stages, with a view to submitting an Outline Business Case to DfT and WMCA later in 2018. The delivery of the scheme by Warwickshire County Council on CCC behalf is compliant with the State Aid Rules. Furthermore it is also compliant with the Procurement Regulations in accordance with Regulation 12 of the Public Contracts Regulations 2015.
2.2.6 It should be noted that the costs for delivery of the A46/Stoneleigh Interchange have increased by £8.65m since the January 2017 report. Part of this is due to some of the elements of Phase 2 of the project being brought forward to help futureproof the junction. Other costs increased have incurred due to the scope of the scheme increasing in response to consultation and engineering requirements, an increase in projected land acquisition costs and additional traffic management to minimise disruption to the operation of the junction during the works. Warwickshire County Council is seeking funding sources to cover the additional costs and it is anticipated additional WMCA funds above the original allocation of £3.6m will be sought in relation to works that are being brought forward from Phase 2 of the programme. Warwickshire County Council is working to identify further potential match funding sources which may include WCC’s Capital Investment Fund, Highways England and HS2.
Page 77 2.2.7 TfWM is leading on the scheme development for the enhancement of car parking provision at Tile Hill Rail Station. Coventry City Council is the accountable body for the WMCA funding for this project, and are working in partnership with TfWM on the delivery of the scheme. It is anticipated that subject to planning, works will commence on site next year. A business case will be submitted to WMCA to secure the £8m for the scheme later in 2018.
2.2.8 Coventry City Council is leading on scheme development for a strategic park and ride facility to the south of Coventry; this facility could serve the University and Science Park as well as the city centre. £0.4m WMCA funding has been awarded and a consultant will be commissioned to undertake an initial feasibility study regarding options which could include connections via rail, bus and Very Light Rail.
2.2.9 Highways England (HE) are committed to improving the Binley and Walsgrave roundabouts on the A46. In February 2017 a public exhibition took place regarding Binley roundabout. Planning is expected to be submitted in summer 2018, with the start of construction planned for spring 2020. Less information is currently available on the Walsgrave scheme, but this is expected to be on site following completion of the Binley roundabout upgrade in 2022 and is expected to be fully funded by HE.
2.2.10 The objective of the improvements to the A45 corridor is to reduce areas of congestion, improve road safety and to remove barriers between local residential areas that are sited either side of the A45 highway. With the introduction of upgraded traffic signals and the linking of the major junctions along the A45, between Festival Roundabout and Broad Lane, traffic movements can be controlled and managed in a more efficient manner. The junction proposals for A45/Pickford Way/Park Hill Drive will provide a mechanism to reduce congestion whilst also creating a safer walking route and cycling link from Park Hill Drive into Allesley Park using controlled pedestrian crossing points. Scheme development will also be undertaken to look at options to improve connectivity from the south and west of the city to the A45.
2.2.11 The A45 scheme will directly support major economic investment and growth planned in the South Coventry area.
2.2.12 The Council have successfully bid for over £12.7m Housing and Infrastructure Fund (HIF) grant for infrastructure improvements to the A45. This will include building a bridge with slip roads to form a new junction onto the A45 at Pickford Green, a new road and making provision for utilities to support the creation of 2,250 new homes at the Eastern Green Sustainable Urban Extension. Further information is awaiting on a wider West Midlands Forward Funding bid which is due to be announced in the 2018 Autumn Statement, which may result in further funding for Coventry to deliver infrastructure to support housing growth.
2.3 City Centre First Package
2.3.1 The City Centre is currently the focus of significant re-development plans to create jobs, improve the retail and leisure offer. Developments such as Friargate, City Centre South, the new destination water park and leisure facility together with the Council’s ongoing public realm improvements, will help to make Coventry a more attractive city for residents, visitors and businesses alike. With the awarding of the City of Culture for 2021, there is a fantastic opportunity to make sure that the millions of visitors gain a positive impression of the city.
Page 78 Coventry Station Masterplan
2.3.2 Coventry Station is a hugely important gateway for the city as well as being a vital future link to HS2 and UK Central. Approval was granted to proceed with the preferred option for Coventry Station Masterplan on 24th January, 2017. Two reports have followed this, securing approval for the procurement strategy for construction in November 2017 and land acquisition in February 2018.
2.3.3 Since the last report, a full business case for the project has been submitted to West Midlands Combined Authority for £39.4m for the remaining funding required to make up the £82.4m package. The secure funding comprises Coventry and Warwickshire Local Enterprise Partnership Local Growth Deal, Network Rail and prudential borrowing. The WMCA devolution deal funding is due to be approved early March 2018.
2.3.4 Works are due to commence on site in late spring 2018, beginning with works to construct a new footbridge and canopy extensions, along with a new substation. Originally all works were due to be completed by 2021, but in light of Coventry’s successful bid for City of Culture 2021, the programme is now being brought forward to be delivered by the end of 2020 in time for City of Culture. This is important as the railway station will be a key gateway for visitors to the city. Despite the acceleration of the programme, the project can still be delivered within budget.
2.3.5 In order to achieve revised programme date, work that was phased to minimise impact on existing station car parking now needs to be delivered in parallel. Therefore, alternative temporary rail replacement parking needs to be provided to avoid a detrimental impact on rail passengers. A site has been identified to the west of Warwick Road within the Friargate development to deliver the temporary car parking facility. This requires Coventry City Council to enter into an agreement with Friargate Coventry LLP and subsequently lease the land to Virgin trains. This arrangement would be required up until the new multi- storey car park is operational, which will be autumn 2020. Coventry City Council may wish to retain the additional car parking through to the end of 2021 to provide additional capacity for City of Culture visitors.
2.3.6 The freehold of land that the bus interchange will be delivered on is currently owned by Network Rail, which is then subject to a long lease arrangement with third parties. The Council would ideally like to acquire the freehold of the land in order for the Council to have full ownership and control of this land in the future if Network Rail agree to transfer for a nominal fee due to the wider benefits they are receiving from the Station Masterplan. The Council are currently in negotiations with the third parties to acquire these interests by private treaty or in the event that a deal can’t be reached the Council will seek to use its compulsory purchase powers (see Coventry Station Masterplan Land Acquisition Cabinet Report, 13th February 2018) In order to deliver the bus interchange the Council need to acquire, as a minimum, both leasehold interests and either agree any variations to the headlease or negotiate a new lease with the freeholder of the land.
2.3.7 It is proposed the new bus interchange will be operated by Transport for West Midlands (TfWM). Commercial negotiations are currently underway to agree the operating and leasing arrangements. The Council will enter into the appropriate legal documentation with TfWM to reflect the commercial negotiations taking place and ensure its interests are adequately protected. The operating costs of the facility are estimated to be between £0.2-0.3m per annum and the Council are working with TfWM to identify how these costs can be covered.The Council will ensure the operational agreement with TfWM will comply with State Aid and Procurement Regulations.
Page 79 City Centre Infrastructure and Public Realm
2.3.8 A strategic outline business case was submitted to WMCA in summer 2017. The proposed ring road junctions to be improved reported in the January 2017 cabinet report included junctions 1 (Canal Basin), 4 (Whitefriars) and 5 (TechnoPark).This was subject to identifying suitable match funding for the schemes and a full business case to be submitted for WMCA to secure £11.6m towards the programme.
2.3.9 Since January 2017, the Council has further developed the schemes along with a wider city centre public realm programme. Due to the further development of the wider programme and emergence of key interfaces such as the development proposals for Upper Precinct, the priority for investment in infrastructure has changed. A formal variation request will be required to be submitted to WMCA to obtain approval to reallocate the £11.6m indicative funding to other schemes, and will be subject to a Full Business Case.
2.3.10 The City Council is embarking on further development of its public realm programme in response to City of Culture. The investment needs to target key strategic sites which will make the biggest difference, and ensure works can be completed ahead of 2021. There is potentially funding within the Coventry South package that could be reallocated for public realm and city centre infrastructure. A separate cabinet report on Public Realm Phase 5 will be taken to Cabinet for approval on 6th March, 2018, which will address the city centre elements to be potentially funded from the Council’s WMCA devolution deal funding, which will be subject to approval of the variation from WMCA via their assurance framework.
2.4 Coventry North Package
2.4.1 The north western side of the city suffers from significant congestion as a result of a road network that was never designed to accommodate current levels of demand. Potential future housing and employment growth in this part of the city will be hindered or create unacceptable impacts to local access without a long term solution to increase the capacity of the road network between the A4114 Holyhead Road corridor in the west and the A444 Jimmy Hill Way corridor in the north.
2.4.2 In addition to the lack of capacity in the local road network, the capacity of the nearby M6 Junction 3 also represents a significant barrier to movement between Coventry, the motorway network and Nuneaton and Bedworth, creating a further barrier to growth in the north of the city.
2.4.3 To address these barriers the proposed interventions within the Coventry North package include: • A new link road supported by enhancements to the existing road network to provide an outer orbital linking A4114 with A444; • Capacity improvements to M6 Junction 3.
2.4.4 A masterplan exercise is proposed to be undertaken to further look into the issues and options, including the potential for a new junction onto the M6. Coventry City Council will work with Warwickshire County Council, North Warwickshire BC, Nuneaton and Bedworth BC and Highways England on the masterplan exercise. A Strategic Outline Business Case has been submitted to WMCA for £0.3m to fund a consultant to undertake the initial feasibility study and options work. This will then inform an Outline Business Case to secure further funding to develop the options through to delivery. Page 80 2.4.5 This is an important package which is required to help support delivery of Coventry’s Local Plan and support aspirations of our partners to maximize opportunities for connectivity to jobs and unlock land to deliver new homes.
2.5 Coventry Very Light Rail
2.5.1 In order to make the step change in transport provision that is needed, it was agreed at Cabinet in January 2017 that an integrated rapid transit network is required to enable residents to access employment, education and training opportunities across the city and to integrate with heavy rail and other public transport to access HS2 and job opportunities outside Coventry and at UK Central.
2.5.2 In March 2017 £2.4m of Growth Deal Funding was secured from Coventry and Warwickshire Local Enterprise Partnership to research and develop a light rail vehicle.
2.5.3 A Strategic Outline Business Case was also submitted to WMCA in Summer 2017 to secure further funding to initiate research into a high quality light rapid transit system to provide the step change required in transport provision. £12.2m of a £55m funding allocation was awarded in December 2017, which includes a £4.3m contribution to Dudley’s Very Light Rail Innovation Centre, where the VLR vehicle and track form can be tested. Both Coventry City Council and Dudley Metropolitan Borough Council are working with Warwick Manufacturing Group (WMG) who are market leaders in VLR research and development, and have the necessary technical expertise to turn VLR from concept into reality. The state of the art facility at Dudley will provide an important asset to the Coventry VLR project to enable required testing and evaluation to take place in a research environment.
2.5.4 The key deliverables of the research and development of the project are to deliver a fully tested prototype vehicle, track and charging system, which if successful will proceed to a first route.
2.5.5 The current programme timescale for operation of the first Very Light Rail route in Coventry is 2023/2024. Following the award of UK City of Culture 2021, the feasibility of delivering the first part of this route in time for 2021 is being investigated. This would be a great opportunity to showcase the new technology and to promote Coventry as a city of innovation therefore encouraging inward investment and promoting jobs growth. The project team are working with DfT and TfWM to develop options for delivering the demonstration route in time for 2021, together with an operating strategy. A report will be presented to Cabinet later in the spring setting out options and costs.
2.5.6 In order to keep the momentum on the project including the possibility to deliver a potential project in time for City of Culture, approval is also sought to enter into a Contract for Services with Warwick Manufacturing Group (WMG) for up to £10m. WMG will be responsible for the development and delivery of a safety certified prototype vehicle and track system. In the unlikely event that the research and development project is unsuccessful, WMCA have confirmed that funding won’t be clawed back.
2.5.7 In order to leave a lasting legacy, it is proposed that further testing of the technology continues post 2021, including developing autonomous operation. This will help shape the service that will be running on the extended first route, which is due to be operational by 2023/24. The City of Culture track will form part of the permanent route, which will be extended for the longer term service.
Page 81 2.5.8 Governance & Resources
2.5.9 There is already a robust governance structure in place to manage the Strategic Transport Investment Programme, which includes a Programme Board that meets quarterly, alongside more regular project boards and programme team meetings.
2.5.10 In order to deliver an accelerated programme for City of Culture, additional resources will be required, which includes project management, financial, legal and procurement support. It is proposed any additional posts are to be funded out of the capital grant secured for the projects.
2.5.11 It is imperative that coordination of activities across the road and rail network are managed strategically, given the significant works that are about to commence in the region which may impact on those travelling to Coventry, including HS2, Highways England Smart Motorways schemes at M6 J2-4, M42 J6 and M40/M42 interchange. Coventry City Council will be required to work closely with Transport for West Midlands and neighbouring authorities in order to coordinate activities to support network resilience. Coventry City Council will also be required to work closely with the City of Culture Trust regarding events planning, to ensure that events are coordinated around major planned works. A Strategic Network Coordination post will be recruited to perform this key role during the delivery of the works.
2.5.12 It should be noted that there is a comprehensive risk assessment in place for each of the projects within the programme. There is contingency in the budget for each project at the appropriate level for stage of development. There may be some flexibility within the overall funding programme, any variations will be subject to approval from the relevant funding bodies.
3. Results of consultation undertaken
3.1 Consultation events took place in 2017 for the Coventry Station Masterplan and A46/Stoneleigh Interchange upgrade. Further consultation will take place during 2018 for the A46 Link Road programme. No consultation has been carried out to date for the remaining packages within the Connecting Coventry Programme, which are conceptual or at an early stage of feasibility or development. A thorough exercise of engagement and consultation will be carried out at the appropriate stage of each scheme’s development.
3.2 If the City of Culture Very Light Rail scheme is deemed feasible, a public engagement event will take place during the spring, with a formal consultation to follow as part of the Transport and Works Act Order process.
4. Timetable for implementing this decision
4.1 Subject to approval, work will continue on development of the Connecting Coventry Programme. Delivery will commence later this year for both the Coventry Station Masterplan and A46/Stoneleigh Interchange works, along with city centre infrastructure and public realm improvements.
Page 82 5. Comments from Director of Finance and Corporate Services
5.1 Financial implications
5.1.1 The WMCA is the accountable body for the Devolution Deal Investment Programme financing. Coventry’s Strategic Transport Investment Programme indicative allocation of WMCA funds is £284m, however this is subject to a series of business cases for each strategic work stream to produce more robust scheme costs, followed by formal approval of businesses cases by the WMCA.
5.1.2 All capital funding formally allocated to Coventry from within the £284m indicative allocation will be financed by WMCA borrowing, the resulting debt servicing costs also being financed by the WMCA.
5.1.3 Since last reported the original Connecting Coventry programme has increased by a net £15.5m to £636m. The changes are due to the successful HIF funding for Eastern Green and increased costs for A46 Link Road Phase 1 of £8.65m, less funding of £6.8m identified for City Centre First projects now re-directed to Public Realm improvements. Warwickshire County Council have indicated they are exploring avenues to address the funding gap of £8.65m relating to the A46/Stoneleigh junction project.
5.1.4 The additional programmes relating to the A45 corridor improvements and the Housing infrastructure Fund, for which all funding is secure, represent a further £14m programme cost increase, creating a total planned programmed spend of £636m.
5.1.5 The further £44m of funding secured for the Connecting Coventry programme since the last Cabinet Report is demonstrated in Table 1:
Table 1 – Funding Secured Since January 24th 2017 Cabinet report
PROJECT FUNDING SCHEME £m
WMCA UK Central A46 Link Road 0.20 Coventry WMCA UK Central Coventry South Park & Ride 0.40 South WMCA HS2 Tile Hill Station Car Park 0.20
Growth Deal Coventry Station Masterplan 4.05 City Centre Prudential Borrowing Coventry Station Masterplan 10.90 First Other Public Sector Coventry Station Masterplan 1.64
Very Light Rail WMCA UK Central Very Light Rail 12.20
A45 Corridor Growth Deal A45 Corridor 1.70
HIF HIF Grant Eastern Green 12.73 TOTAL 44.02
5.1.6 Table 2 below outlines the current forecasted £636m programme and the status of the funding. The majority of funding is still as yet either not secure or unfunded, however work to secure the remaining funding is continuing to progress in parallel with the process to secure WMCA funds. No funding will be committed, nor costs therefore incurred to any schemes unless funding for that particular project is fully secure. Total secure funding to
Page 83 date is therefore £140m, against the revised planned programme of £636m. Appendix 3 also presents this in greater detail.
Table 2 – Current Connecting Coventry Strategic Transport Investment Programme PROGRAMME CURRENT SECURE UNSECURE 24th JAN ESTIMATED UNFUNDED PROJECT SCHEME CHANGES FUNDING FUNDING 2017 PROGRAMME £m £m £m £m £m Coventry Station 82.01 82.01 42.61 39.40 0.00 Masterplan City Centre Ring Road Jct 18.35 -6.80 11.55 11.55 0.00 First Improvements SUB TOTAL 100.36 -6.80 93.56 42.61 50.95 0.00
A46 Link Road Phase 1 21.10 10.77 31.87 1.54 21.67 8.65
A46 Link Road Phase 2 70.00 -2.12 67.88 1.85 66.03 0.00
A46 Link Road Phase 3 80.00 80.00 0.10 79.90 0.00 Coventry Binley & Walsgrave Jct 120.00 120.00 65.00 55.00 0.00 South Coventry South Park & Ride 20.00 20.00 0.40 19.60 0.00
Tile Hill Station Car Park 8.00 8.00 0.20 7.80 0.00
SUB TOTAL 319.10 8.65 327.75 69.09 250.01 8.65
A45 to A444 Keresley Link 42.50 42.50 0.00 42.50 0.00 Coventry M6 Jct 3 Improvements 100.40 100.40 0.00 100.40 0.00 North SUB TOTAL 142.90 0.00 142.90 0.00 142.90 0.00
Phase 1 - R&D 14.66 14.66 14.66 0.00 Very Light Phase 2 - First Route 42.80 42.80 42.80 0.00 Rail SUB TOTAL 57.46 0.00 57.46 14.66 42.80 0.00
UK CENTRAL SUB-TOTAL 619.82 1.85 621.67 126.36 486.66 8.65
A45 / Leam Road Junction 0.75 0.15 0.90 0.90 0.00
A45 Pickford Way 0.20 0.20 0.20 0.00 A45 A45 UTC Update 0.25 0.25 0.25 0.00 Corridor A45 Link Road 0.35 0.35 0.35 0.00
SUB TOTAL 0.75 0.95 1.70 1.70 0.00 0.00
Housing Eastern Green 12.73 12.73 12.73 0.00 Investment Fund (HIF) SUB TOTAL 0.00 12.73 12.73 12.73 0.00 0.00
NON UK CENTRAL SUB-TOTAL 0.75 13.68 14.43 14.43 0.00 0.00
GRAND TOTAL 620.57 15.53 636.10 140.79 486.66 8.65
5.1.7 It should be noted that due to the desire to bring forward some of the projects within the programme to be delivered in time for City of Culture, some changes are being proposed to the originally agreed split of the £284m allocation. This includes potential future Page 84 reallocation of some funding from the Coventry South package (originally earmarked for Binley and Walsgrave schemes) to the City centre package, to fund further city centre infrastructure and public realm improvements. This will be subject to WMCA approval, and if successful will be reported back to Members in due course.
5.2 Legal implications
5.2.1 While Coventry City Council is the accountable body for the funding, some of the projects being delivered require passporting grant to partners, including Warwickshire County Council, Transport for West Midlands and Dudley Metropolitan Borough Council. In order to do this legal agreements need to be in place between Coventry City Council and the recipients which protects the Council’s interest as accountable body
5.2.2 The project team delivering Connecting Coventry will work alongside legal team to ensure compliance and mitigation of any legal risks associated with this report.
5.3 Procurement implications
Consultancy support required to assist with building business cases and funded bids will be procured via the Shared Professional Services Framework. Consultancy support to develop the detailed business cases through Assurance Framework will be procured under a mini-competition process to ensure value for money, through the successor to the current Shared Professional Services Framework, ensuring all UK and EU legislation is adhered to.
On approval of funding, procurement at appropriate stages of scheme development and construction will be let in let in line with both the Councils Rules for Contracts and the Public Contract Regulations 2015, in close consultation with the Council’s Procurement Services with approval being reviewed by Place and corporate Procurement Panel and Procurement Board at the necessary financial values. Where appropriate frameworks are available and offer the Council value for money, we will look to make use of these to expedite timescales for delivery across all contracts. It is proposed that the Council’s Direct Labour Organisation (DLO) will carry out some of the public realm improvements and junction improvements for A45/Pickford Way/Park Hill Drive.
A Voluntary Ex-Ante Transparency Notice (VEAT) has recently been published in the Official Journal of the European Union (OJEU) to inform the market that the Council is entering into a Contract for Services with WMG/WU for research and development services in relation to Very Light Rail. This notice informs the market that the Council is entering into this arrangement as a research and development agreement whereby it believes that WMG/WU are the only organisations that can provide this service and that there is now an urgency in the delivery of this service in order to be in with a possibility of achieving a demonstrable system in time for City of Culture 2021.
6. Other implications
6.1 How will this contribute to achievement of the Council's Plan?
The aim of setting up the West Midlands Combined Authority is to promote economic growth and improve the provision of transport. This is in line with the Council’s aim to deliver prosperity and social justice by ensuring that local people, including those who are most disadvantaged, are able to benefit from that growth.
6.2 How is risk being managed?
Page 85 A robust governance structure is in place to manage risk. A programme risk register is established which highlights key risks and put in place appropriate mitigation.
6.3 What is the impact on the organisation?
The combined authority and the development of the Connecting Coventry Programme as part of the Devolution Deal will use the time and resources of councillors and senior officers. A combined authority will not replace the Council and its responsibilities and services will remain the same.
6.4 Equalities / EIA
The Connecting Coventry Programme will improve economic outcomes and transport in the area. No adverse impact on any group protected under the Equalities Act is anticipated in this decision.
6.5 Implications for (or impact on) the environment
None identified at this stage but all packages within the Connecting Coventry Programme will undergo an appropriate environmental impact assessment as part of the scheme development phase.
6.6 Implications for partner organisations?
Coventry City Council will work closely with Transport for West Midlands through scheme development and delivery.
Some of the schemes cross authority boundaries, therefore the Council will be working with Warwickshire County Council, Warwick District Council and Solihull Borough Council on these schemes as appropriate within the governance structure.
Coventry City Council is working with a number of partners on the Coventry Station Masterplan project, including Network Rail, Virgin Trains, Friargate Coventry LLP and land owners.
Coventry City Council is also working with a number of partners on the Coventry Very Light Rail project, including Dudley Metropolitan Borough Council, Warwick Manufacturing Group, the University of Warwick and Transport for West Midlands.
Page 86 Report author(s): Colin Knight Director of Transport and Highways
Directorate: Place
Tel and email contact: Email: [email protected] Tel: 024 76834001
Enquiries should be directed to the above person
Contributor/approver Title Directorate or Date doc Date response name organisation sent out received or approved Rhian Palmer Head of Infrastructure Place 24/01/2018 31/01/2018 Delivery Nicola Small Senior Programme Place 24/01/2018 25/01/2018 Manager Lara Knight Governance Services Place 14/02/2018 14/02/2018 Co-ordinator Sunny Singh Heer Lead Accountant Place 24/01/2018 26/01/2018
Helen Williamson Lead Accountant Place 30/01/2018 31/01/2018
Catherine Barclay Procurement Place 24/01/2018 26/01/2018
Gurbinder Singh Sangha Major Projects Place 24/01/2018 27/01/2018 Commercial Lawyer
Names of approvers for submission: (Officers and Members) Mick Burn Head of Procurement Place 24/01/2018 31/01/2018
Phil Helm Finance Manager Place 30/01/2018 31/01/2018 (Place)
Oluremi Aremu Major Projects Place 24/01/2018 27/01/2018 Lead Lawyer
Martin Yardley Deputy Chief Place 06/02/2018 09/02/2018 Executive
Councillor J O’Boyle Cabinet Member for - 09/02/2018 14/02/2018 Jobs and Regeneration
This report is published on the council's website: www.coventry.gov.uk/councilmeetings
Page 87 Page 88 Page APPENDIX 1 – Outline Strategic Transport Strategy APPENDIX 2 – Location plan for the Coventry Strategic Transport Package Page 89 Page Appendix 3: Resource Package Page 90 Page
SECURE FUNDING UNSECURE FUNDING UNFUNDED £m £m £m
Other Growth UKC+C Highways Prudential DfT & Local UKC+C Private PROJECT SCHEME DfT HS2 WMCA HIF Public Sub-Total HS2 WMCA Sub-Total Sub-Total Grand Total Deal WMCA England Borrowing Majors WMCA Developer Sector
A46 Link Road Phase 1 (Stoneleigh 1.54 1.54 18.06 3.61 21.67 8.65 31.86 Jct) A46 Link Road Phase 2 0.50 1.25 0.10 1.85 30.00 30.54 5.50 66.04 67.89
A46 Link Road Phase 3 0.10 0.10 30.00 46.90 3.00 79.90 80.00 Coventry South Binley & Walsgrave Junctions 65.00 65.00 50.00 5.00 55.00 120.00 Package Coventry South Park & Ride 0.40 0.40 17.60 2.00 19.60 20.00
Tile Hill Station car park expansion 0.20 0.20 7.00 0.80 7.80 8.00
SUB TOTAL 0.50 2.79 0.60 0.20 65.00 0.00 0.00 0.00 69.09 78.06 148.65 7.00 16.30 250.01 8.65 327.75
Coventry Station Masterplan 25.05 5.00 10.92 1.64 42.61 24.40 15.00 39.40 82.01 City Centre Ring Road Junction Improvements 0.00 11.55 11.55 11.55 First SUB TOTAL 25.05 5.00 0.00 0.00 0.00 0.00 10.92 1.64 42.61 24.40 26.55 0.00 0.00 50.95 0.00 93.56
A45 to A444 Keresley Link 0.00 15.00 27.50 42.50 42.50 Coventry North M6 Junction 3 Improvements 0.00 68.80 6.60 25.00 100.40 100.40 Package SUB TOTAL 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 68.80 21.60 0.00 52.50 142.90 0.00 142.90
Phase 1 - Research & Development 2.46 12.20 14.66 0.00 14.66 Very Light Phase 2 - First Route 0.00 27.80 15.00 42.80 42.80 Rail SUB TOTAL 2.46 0.00 12.20 0.00 0.00 0.00 0.00 0.00 14.66 0.00 27.80 15.00 0.00 42.80 0.00 57.46
UK CENTRAL SUB-TOTAL 28.01 7.79 12.80 0.20 65.00 0.00 10.92 1.64 126.36 171.26 224.60 22.00 68.80 486.66 8.65 621.67
A45 / Leam Road Junction 0.90 0.90 0.00 0.90
A45 Pickford Way Roundabout 0.20 0.20 0.00 0.20 A45 A45 UTC Upgrade 0.25 0.25 0.00 0.25 Corridor A45 Link Road 0.35 0.35 0.00 0.35
SUB TOTAL 1.70 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.70 0.00 0.00 0.00 0.00 0.00 0.00 1.70
Housing Eastern Green 12.73 12.73 0.00 12.73 Investment Fund (HIF) SUB TOTAL 0.00 0.00 0.00 0.00 0.00 12.73 0.00 0.00 12.73 0.00 0.00 0.00 0.00 0.00 0.00 12.73
NON UK CENTRAL SUB-TOTAL 1.70 0.00 0.00 0.00 0.00 12.73 0.00 0.00 14.43 0.00 0.00 0.00 0.00 0.00 0.00 14.43
GRAND TOTAL 29.71 7.79 12.80 0.20 65.00 12.73 10.92 1.64 140.79 171.26 224.60 22.00 68.80 486.66 8.65 636.10 Council – 13th March 2018 Agenda Item 9 Recommendation from Cabinet 6th March 2018
Coventry City Council Minutes of the Meeting of Cabinet held at 2.00 pm on Tuesday, 6 March 2018
Present: Members: Councillor G Duggins (Chair) Councillor F Abbott Councillor K Caan Councillor J Innes Councillor A Khan Councillor K Maton Councillor J Mutton Councillor J O'Boyle Councillor E Ruane
Deputy Cabinet Members Councillor P Akhtar Present: Councillor R Ali Councillor B Kaur Councillor C Thomas
Non-Voting Opposition Councillor J Lepoidevin (Substitute for Councillor A Andrews) Members: Councillor G Ridley
Other Members Present: Councillor R Brown Councillor J Clifford Councillor G Crookes Councillor M Mutton Councillor G Williams
Employees (by Directorate): Chief Executive M Reeves (Chief Executive)
People P. Barnett, D Ashmore
Place M Yardley (Deputy Chief Executive (Place), M Burn, N Clews, G Griffiths, B Hastie, C Knight, K Mawby, J Newman, M Salmon, A Walster, A Williams
Apologies: Councillor A Andrews Councillor L Bigham Councillor McNicholas
– 1 – Page 91 RECOMMENDATIONS
141. Connecting Coventry - Strategic Transport Investment Programme Update
The Cabinet considered a report of the Deputy Chief Executive (Place) that would also be considered by Council at its meeting on 13th March 2018, that provided an update on how the Coventry’s Strategic Transport Investment Strategy ‘Connecting Coventry’ had progressed over the last 14 months, and sought further approvals to take forward to delivery.
Coventry’s Strategic Transport Investment Strategy ‘Connecting Coventry’ aimed to maximise the economic potential of the City through investment in transport infrastructure to support growth and jobs. The Strategy was approved by Council in January 2017 (their minute 100/16 referred). It set out an ambitious £620m Programme over the next ten years to improve the resilience of the road network, ensuring connectivity to HS2 and job opportunities around the new station, expansion of railway capacity and linking key development and employment sites.
This report provides an update on how the Strategy had progressed over the last 14 months, and sought further approvals to take forward to delivery.
The Strategy supported the transport infrastructure and development plans for the wider region, as detailed in Appendix 1 to the report. Coventry’s Programme was summarised in Appendix 2 to the report, which outlined four key programmes:
Coventry South – major highway and rail proposals to facilitate growth, especially around Jaguar Land Rover and the University of Warwick and to provide connectivity to HS2 and UK Central; City Centre First – a major increase in capacity at Coventry Railway Station, highway improvements around the railway station to facilitate not only growth at the railway station but also unlock the western extent of the Friargate development; and City Centre infrastructure improvements; Coventry North – road capacity improvements to the North West of the City and on the A444 and M6 junction 3; Very Light Rail – investment in the research and development of Very Light Rail and subsequent implementation.
Investment was sought from a number of sources to fund the Strategic Transport Investment Programme. One of the main sources was through West Midlands Combined Authority (WMCA) Devolution Deal. Coventry’s allocation was £284m (including £37m from the HS2 connectivity package), funding from which must be secured through a bidding process via WMCA’s assurance framework. Other key funding sources include Coventry and Warwickshire Local Enterprise Partnership (CWLEP) Local Growth Deal, Department for Transport (DfT), Highways England (HE), developer contributions and prudential borrowing. Excellent progress was being made, with the total funding secured now at £141m and further business cases were awaiting approval or were soon to be submitted.
The award of City of Culture 2021 status to Coventry offered a fantastic opportunity to boost growth for the City and wider sub-region. Having the transport infrastructure in place was critical to facilitate and maximise the benefits of City of
– 2 – Page 92 Culture. This had prompted a review of the Programme and it was recommended that the Station Masterplan and City Centre infrastructure improvements were brought forward to be delivered by the end of 2020.
It was important that City Centre infrastructure improvements required to support City of Culture were delivered in time for 2021 and left a legacy for Coventry. The Schemes previously submitted in Spring 2017 to WMCA via a Strategic Outline Business Case for the City Centre included improvements to strategic Ring Road Junctions, to help unlock development land and improve access to cultural destinations. Following the City of Culture award, the City Centre infrastructure and Public Realm Programme was under review to ensure that priority Schemes were delivered in time for 2021. It was imperative all works were completed ahead of the City of Culture to maximise visitor experience.
To showcase the City’s position as a world class centre for innovation, it was proposed to bring forward delivery of a section of the first proposed Very Light Rail route in time for the City of Culture in 2021. The feasibility of this was currently being investigated, and a further report would be brought to Council later in the spring 2018 if it was considered both deliverable and financially viable to bring forward.
In order to deliver the Very Light Rail project in time for City of Culture, approval was sought to enter into a Contract for Services with Warwick Manufacturing Group (WMG) develop and deliver a safety certified prototype vehicle and track system. The City Council was also collaborating with Dudley Council and WMG on the creation of the Very Light Rail Innovation Centre in Dudley which would create a facility for testing vehicles and track.
It should be noted that there was a robust governance structure in place for the Programme that captured risk management for each of the projects within the overarching Programme. The budget for each project included contingency to allow for any cost increases and there was some flexibility to manage funding across the Programme, subject to approvals for any variations from funding bodies.
Further to the above, it was imperative that coordination of activities across the road and rail network were managed strategically, given the significant works that were about to commence in the region which would impact on those travelling to Coventry, including HS2, Highways England Smart Motorways Schemes at M6 J2- 4, M42 J6 and M40/M42 interchange. Coventry City Council would be required to work closely with Transport for West Midlands and neighbouring authorities in order to co-ordinate activities to support network resilience. Coventry City Council would also be required to work closely with the City of Culture Trust regarding events planning, to ensure that events were co-ordinated around major planned works. The volume of works taking place would influence the ability of the Council to deliver some of the proposed Schemes ahead of 2021, therefore flexibility would be required regarding the timing and approach to delivery.
In order to deliver an accelerated Programme for City of Culture, considerable additional resources would be required, which included project management, financial, legal and procurement support. It was proposed any additional posts were to be funded out of the capital grant secured for the projects.
– 3 – Page 93 RESOLVED that the Cabinet recommend that Council:
1) Delegates authority to the Deputy Chief Executive (Place), following consultation with the Leader, Cabinet Member for Jobs and Regeneration and the Director of Finance and Corporate Services, and in the case of City Centre Public Realm and infrastructure improvements, also the Cabinet Member for City Services to:
Determines the final content of the relevant Outline and Full Business Cases and submits funding bids to the West Midlands Combined Authority in relation to the work packages within the Connecting Coventry Programme. Determines the Programme for City Centre infrastructure and Public Realm improvements to be delivered ahead of 2021. Determines the final content of the full Business Case to the Department for Transport for the A46/Stoneleigh Junction Improvement scheme. Determines resource requirements for delivery of the Programme and supports recruitment of additional posts which are to be capital funded.
2) Notes the addition to the Council’s 5 Year Capital Programme, as approved by Council on 20th February 2018, WMCA grant awarded for £12.2m for the Very Light Rail project, including a £4.3m contribution for Dudley Metropolitan Borough Council’s Very Light Rail Innovation Centre, which will deliver a facility that the Coventry Very Light Rail system can be tested.
3) Notes the addition of the Housing Infrastructure Fund grant awarded for the A45/Eastern Green (£12.7m) and approves addition of the successful A45/Eastern Green project to the Council’s 5 year Capital Programme as approved by Council on 20th February, 2018 and delegates authority to the Deputy Chief Executive (Place), following consultation with the Director of Finance and Corporate Services, to enter into funding agreements as appropriate.
4) Notes the addition of £4m Growth Deal funding for Coventry Station Masterplan highway improvements and £0.95m for improvements to the A45 corridor to the Council’s 5 Year Capital Programme as approved by Council on 20th February 2018 and become the accountable body for grant funding, entering into the necessary legal documentations with Coventry and Warwickshire Local Enterprise Partnership.
5) Authorises procurement of the necessary resources from grant funding sources as set out section 5 of the report to assist with submission of the bids and the delivery of the Connecting Coventry Programme through the Shared Professional Services Contract or another compliant public sector framework which are to be funded from this programme.
– 4 – Page 94 6) Authorises that Coventry City Council enter into a Services Agreement with Warwick Manufacturing Group for up to £10m for research and development up to a vehicle prototype and track solution for the Coventry Very Light Rail project (see note above).
7) Should the bids referred to in this report be successful, authorises officers to enter into the necessary legal documentations to secure the funding required to deliver the Connecting Coventry Programme;
8) Delegates authority to the Deputy Chief Executive (Place) and the Director of Finance and Corporate Services (following consultation with the Leader, the Cabinet Member for Jobs and Regeneration and the Monitoring Officer), to enter into necessary legal agreements in order to deliver the Connecting Coventry programme, including property, legal, commercial and collaboration agreements with partners and contractors.
9) Approves that the Council acts as the accountable body, and delegates authority to the Section 151 Officer to enter into the appropriate funding agreements with the Coventry and Warwickshire Local Enterprise Partnership, West Midlands Combined Authority and Department for Transport and partners who will be recipients of grant funding, including Warwickshire County Council, Transport for West Midlands and Warwick Manufacturing Group.
– 5 – Page 95 This page is intentionally left blank Meeting of Full Council – 13h March 2018
Conservative Group Amendment to the report, Connecting Coventry - Strategic Transport Investment Programme Update - Agenda Item No. 9
I move the following amendment to the Recommendation No. 1:-
In the first sentence, that after the words “Cabinet Member for Jobs and Regeneration” insert the words “, the Leader of the Opposition or his appointee,”
The amended Recommendation now to read:-
1. Delegate authority to the Deputy Chief Executive (Place), following consultation with the Leader, Cabinet Member for Jobs and Regeneration, the Leader of the Opposition or his appointee and the Director of Finance, and Corporate Services, and in the case of city centre public realm and infrastructure improvements, also the Cabinet Member for City Services to:
The remainder of recommendation 1 to remain the same.
Proposed by Cllr Gary Crookes
Seconded by Cllr Tim Sawdon
Page 97 This page is intentionally left blank Agenda Item 10
Public Report
Council 13 March, 2018
Name of Cabinet Member: Cabinet Member for Policing and Equalities - Councillor A. Khan
Director Approving Submission of the report: Deputy Chief Executive (Place)
Ward(s) affected: All
Title: Appointment of Head of Legal Services and Designation of Monitoring Officer
Is this a key decision? No
Executive Summary:
A recruitment process is currently underway to appoint to the post of Head of Legal Services. An Appointments Panel will consider applications for this post on 8 March, 2018 and it is anticipated that a Recommendation will be made to Council at their meeting on 13 March, 2018. This report sets out the legal basis for the need to appoint a Monitoring Officer and a recommendation that the post of Head of Legal Services be designated as Monitoring Officer.
Recommendations:
Council is recommended to:
1. Consider any Recommendations from the Appointment Panel following their meeting on 8 March, 2018 in relation to the appointment of Head of Legal Services.
2. Designate the Head of Legal Services as Monitoring Officer under Section 5 of the Local Government and Housing Act 1989 with effect from 13 March, 2018.
1 Page 99 3. Authorise the Head of Legal Services to amend the Constitution accordingly.
List of Appendices included: None
Other useful background papers: None
Has it been or will it be considered by Scrutiny? No
Has it been or will it be considered by any other Council Committee, Advisory Panel or other body? No
Will this report go to Council? Yes – 13 March, 2018
Page 100 2 Report title: Appointment of Head of Legal Services and Designation of Monitoring Officer
1. Context (or background)
1.1 Under Section 5 of the Local Government and Housing Act 1989, every local authority must designate one of its officers as the Council’s Monitoring Officer. The Monitoring Officer cannot be the Chief Finance Officer or Head of Paid Service. This designation must be made by the full Council and cannot be made by an elected member or officer. Currently the Council’s designated Acting Monitoring Officer is the Legal Services Manager (People). A recruitment process is currently underway for the post of Head of Legal Services and it is proposed that this post be designated as Monitoring Officer.
1.2 The requirement to designate an officer as Monitoring Officer is also set out in Part 2M of the Constitution and is set out in more detail below.
2. Options Considered
2.1 Appointment of Monitoring Officer
2.1.1 The Council must by law designate an officer as Monitoring Officer. The Legal Services Manager, (People) was appointed Acting Monitoring Officer until further notice in September, 2017. Following a recruitment process for the post of Head of Legal Services it is proposed that this post be designated as Monitoring Officer.
2.2 Amendment of Constitution
2.2.1 The Constitution will need to be changed to reflect the fact that the Head of Legal Services has been designated as Monitoring Officer. The Council is asked to give the Head of Legal Services delegated authority to make those changes to the Constitution.
3. Results of consultation undertaken
3.1 No consultation has been undertaken because the changes are required to ensure that the Council complies with its statutory duty to appoint a monitoring officer and to ensure that functions may be exercised at the appropriate level.
4. Timetable for implementing this decision
4.1 The amendments need to take effect from 13 March, 2018.
3 Page 101 5. Comments from the Director of Finance and Corporate Services
5.1 Financial implications
This post is part of the Legal Services staffing structure and funding is, therefore, already in place.
5.2 Legal implications
The Council must designate an officer as Monitoring Officer under Section 5 of the Local Government and Housing Act 1989.
6. Other implications
6.1 How will this contribute to achievement of the Council's key objectives / corporate priorities (corporate plan/scorecard) / organisational blueprint / Local Area Agreement (or Coventry Sustainable Community Strategy)?
The Constitution sets out the governance arrangements of the Council and it is important that these reflect changes in operational matters within the Council.
6.2 How is risk being managed?
Appointing a new Monitoring Officer and having a Constitution that reflects changes in operational matters will ensure that the Council meets its legal obligations.
6.3 What is the impact on the organisation?
To put in place appropriate governance arrangements that reflect operational changes.
6.4 Equalities / EIA
None
6.5 Implications for (or impact on) the environment
None
6.6 Implications for partner organisations?
None
Page 102 4 Report author(s):
Name and job title: Suzanne Bennett, Governance Services Co-ordinator
Directorate: Place
Tel and email contact: 024 7683 3972/ [email protected]
Enquiries should be directed to the above person.
Contributor/approver Title Directorate Date doc Date response name or sent out received or organisation approved Contributors: Adrian West Members and Place 27/02/18 05/03/18 Elections Team Manager Names of approvers for submission: (officers and members) Gill Carter Legal Services Place 28/02/18 28/02/18 Barry Hastie Director Place 27/02/18 28/02/18 Martin Yardley Deputy Chief Place 28/02/18 01/03/18 Executive Members: Councillor Abdul Cabinet 28/02/18 28/02/18 Khan Member for Policing and Equalities
5 Page 103 This page is intentionally left blank Council – 13 March 2018 Agenda Item 10 Recommendation from Appointments Panel 8 March 2018
Coventry City Council Minutes of the Meeting of Appointments Panel held at 2.00 pm on Thursday, 8 March 2018
Present: Members: Councillor A Khan (Chair)
Councillor A Andrews Councillor R Brown Councillor G Duggins
Employees (by Directorate):
Chief Executive: M Reeves
People: G Haynes
Place: S Bennett, B Hastie
RECOMMENDATION
6. Appointment of Head of Legal Services
Pursuant to the City Council’s Constitution, the Panel interviewed an applicant for the above post.
RESOLVED that the Appointment Panel recommend the City Council to appoint Julie Newman, currently Legal Services Manager and Acting Monitoring Officer at Coventry City Council, to the post of Head of Legal Services and Monitoring Officer, from 13 March, 2018, in accordance with the City Council’s Constitution.
– 1 – Page 105 This page is intentionally left blank Agenda Item 11
Public report Council Report
Council 13 March, 2018
Name of Cabinet Member: Cabinet Member for Strategic Finance and Resources – Councillor J Mutton
Director Approving Submission of the report: Deputy Chief Executive (People)
Ward(s) affected: None
Title: Annual Pay Policy Statement 2018/2019
Is this a key decision? No
Executive Summary:
Local Authorities are required by sections 38 and 39 of the Localism Act 2011 to produce an annual Pay Policy Statement. The statement must articulate the City Council’s policies towards a range of issues relating to the pay of the workforce, particularly the most senior staff (or “chief officers”) and the relationship of their pay to the lowest paid employees. The proposed annual Pay Policy Statement for 2018/2019 is attached as appendix 1.
Recommendations:
1. Council is recommended to approve the Annual Pay Policy Statement 2018/19 attached at Appendix 1.
List of Appendices included:
Appendix 1 Annual Pay Policy Statement 2018/19 Appendix 2 Local Government Pension Regulations Statement
Other useful background papers:
None
Has it been or will it be considered by Scrutiny?
No
Page 107 Has it been or will it be considered by any other Council Committee, Advisory Panel or other body?
No
Will this report go to Council?
Yes – 13 March, 2018
Page 108 2 Report title: Annual Pay Policy Statement 2018/2019
1. Context (or background)
1.1 The Localism Act 2011 requires all local authorities to produce an annual Pay Policy Statement, setting out the Council's policies regarding the pay and grading of the workforce, which must be approved by full Council. The annual Pay Policy Statement is particularly required to highlight the relationship between the pay and remuneration of the most senior staff (chief officers) and the general workforce. The City Council has clearly established policies and processes for the determination of the pay and grading of its employees and these are summarised in the proposed Pay Policy Statement.
1.2 The annual Pay Policy Statement also sets out the relationship between the highest and lowest paid employees. Guidance on the development of Pay Policy Statements states that authorities should explain their policy in respect of chief officers who have been made redundant and later re-employed or engaged under a contract of service, and also their approach to any shared arrangements in place. The City Council has a policy not to re- employ or re-engage chief officers and this will continue in the future.
2 Options considered and recommended proposal
2.1 Council is recommended to approve the annual Pay Policy Statement for 2018/2019 to ensure compliance with sections 38 and 39 of the Localism Act 2011.
3 Results of consultation undertaken
3.1 There is no requirement to consult on the Pay Policy Statement
4. Timetable for implementing this decision
4.1 The proposed Pay Policy Statement will be effective for the financial year 2018/2019. Where actual earnings levels are referred to, these represent the latest figures available i.e. 2017/18.
5. Comments from Director of Finance and Corporate Services
5.1 Financial Implications
The costs associated with the implementation of the Pay Policy are built into the City Council’s budget planning process. One-off costs arising from the termination of employment are met from specific reserves set aside for this purpose.
5.2 Legal implications
The agreement to and the publication of an Annual Pay Policy Statement is a requirement of sections 38 and 39 of the Localism Act, 2011.
6. Other implications
6.1 How will this contribute to achievement of the Council's Plan? To assist the effective delivery of key objectives and corporate priorities the City Council must ensure key principles provide the foundation for the determination of the pay and grading of employees.
3 Page 109 6.2 How is risk being managed?
By adopting a Pay Policy Statement as attached at Appendix 1 the City Council is compliant with sections 38 and 39 of the Localism Act 2011.
6.3 What is the impact on the organisation?
This document outlines the key principles for Coventry City Council's pay policy for 2018/19
6.4 Equalities / EIA
As a consequence of the Equality Act and the National Joint Council (NJC) conditions of Service the City Council is committed to publishing equal pay information on an annual basis.
6.5 Implications for (or impact on) the environment
None
6.6 Implications for partner organisations?
None
Report author(s):
Name and job title: Barbara Barrett – Head of HR & OD
Tel and email contact: 024 7683 3200
Enquiries should be directed to the above person.
Page 110 4 Table of Contributors and Approvers
Contributor/approver Title Directorate or Date doc Date response name organisation sent out received or approved Contributors: Management 16/1/2018 1/2/2018 Sandeep Dhadday Information People Human N/A N/A Nicole Firth Resources People Helen Joyce Human People 5/2/2018 7/2/2018 Resources Philip Johnson Human People 5/2/2018 7/2/2018 Resources Liz Read Manager – Place 8/2/2018 8/2/2018 Electoral Services Names of approvers for submission: (officers and members) Pat Chen Head of HR People 8/2/2018 15/2/2018 Policy and Practice Deputy Chief Executive: Gail Deputy Chief People 20/2/2018 20/2/2018 Quinton Executive
Director Place 20/2/2018 20/2/2018 Director of Finance and Corporate Services: Barry Hastie Members: Councillor J Mutton Cabinet Member N/A 19/2/2018 19/2/2018 for Strategic Finance and Resources
5 Page 111 Appendix 1
Coventry City Council – Annual Pay Policy Statement 2018/19
1. Introduction and Purpose
1.1 Under section 112 of the Local Government Act 1972, the Council has the “power to appoint officers on such reasonable terms and conditions as [the] authority thinks fit”. This Pay Policy Statement sets out the Council’s approach to setting the pay of its employees as required.
1.2 Coventry City Council is committed to operating consistent and equitable pay arrangements for all employees. The Pay Policy Statement is required to set out the Authority’s policies for the financial year relating to:
The remuneration of its key chief officers (this includes Chief Executive, Deputy Chief Executives, Directors and other senior Managers) The remuneration of its lowest paid employees And the relationship between them
1.3 The Pay Policy Statement is required to state:
The definition of ‘lowest paid employees’ for the purposes of this statement The Authority’s reasons for adopting this definition
1.4 The Statement is also required to state the level and elements for each chief officer on the following:
Remuneration on recruitment Increases and additions to remuneration The use of performance related pay The use of bonuses The approach to payment on their ceasing to hold office under the authority or being employed by the authority The publication of and access to information relating to their remuneration
2. Current Pay Structure
2.1 The Council uses the NJC Job Evaluation scheme and the national pay spine as the basis for its local grading structure to determine the salaries of the vast majority (88.5%) of the non-school based workforce.
2.2 Progression within the grading structure is based on automatic annual increments until the top of the grade is reached. This is currently a long standing traditional approach to paying increments.
2.3 The national pay spine for 2018/19 will be increased in line with any award made by the NJC.
2.4 A similar incremental approach is also applied to other groups of employees who are governed by relevant national negotiating bodies. These groups include Soulbury Committee and JNC for Youth and Community schemes.
2.5 Increments for those centrally employed on teachers’ terms and conditions are based on performance in accordance with their national agreement.
Page 112 6 2.6 From 2017, Chief Officers are evaluated in accordance with Local Government Job Evaluation Scheme. Performance is reviewed on an annual basis and may result in the award of an increment.
2.7 The above policies apply except where the operation of the Transfer of Undertakings (Protection of Employment) Regulations, or other statutory provision, dictates otherwise.
2.8 Where a person is appointed under a ‘contract for service’ rather than as an employee, the Council’s ‘contracts for services’ arrangements are in place to ensure that maximum value for money is secured.
3. Legal Context
3.1 This policy is in operation to ensure that Coventry City Council meets its obligations under relevant legislation including the Localism Act 2011. 3.2 With regard to the equal pay requirements contained within the Equality Act, the Council ensures there is no pay discrimination in its pay structures and that all pay differentials are objectively justified through the use of an equality-proofed job evaluation mechanism, which directly relates salaries to the requirements, demands and responsibilities of the role. 4. Senior Management (Chief Officers) Remuneration
4.1 For the purposes of this statement, Chief Officers’ are defined within S43 of the Localism Act and by Section 2 of the Local Government and Housing Act 1989 as the Chief Executive, Strategic Directors, Directors, Assistant Directors and Heads of Service.
4.2 Senior Management Hierarchy Table
Position Salary Grade Salary Range Chief Executive CX1 £178,518 - £188,719
Deputy Chief Executive D1 (SCP3) £115,769 - £126,793 Directors D1/ D2 £103,813 - £126,793 Assistant Directors AD1/AD2 £78,575 - £102,009 Head of Service SM1/2/3 £46,560 - £73,228
4.3 The Chief Executive’s salary is £178,518.
4.4 An additional payment is made for Returning Officer duties. The role of Returning Officer and its fees are independent and are determined and paid by the Cabinet Office for all National and European elections, rather than the Council. The Council covers the costs of any local elections. The payment made to the Chief Executive for this role in 2017 was:
Local Returning Officer Combined Authority Election/Parliamentary Election = £21,876.60. This, added to the salary payment, totals £200,394.60
4.5 Chief Officer remuneration currently falls within the range determined by the Council. These salary scales will be increased for 2018/19 in line with the relevant national pay award
7 Page 113 5. Recruitment of Chief Officers
5.1 The determination of the remuneration offered to any newly appointed Chief Officer will be in accordance with the pay structure and relevant policies in place at the time of recruitment. The Council’s policy and procedures with regard to the recruitment of Chief Officers’ are set out within the Council’s Constitution.
5.2 The determination of the remuneration to be offered to any newly appointed Chief Officer will be in accordance with the Council’s pay structure. Chief Officer’s jobs are allocated to a salary range based on a number of factors including the level of knowledge, skills and experience required and the responsibilities and accountabilities associated with the position.
5.3 Where the Council is unable to recruit to a post, it will consider the use of temporary market force supplements. Where the Council remains unable to recruit chief officers under an employment contract, or there is a need for interim cover for a Chief Officer post, the Council will consider engaging individuals under ‘contracts for service’.
5.4 The Council considers that decisions on annual salaries (£100,000 and above) should be subject to accountability and scrutiny. The Council considers that it would be preferable for scrutiny of these decisions to take place in committee rather than by full Council, and that the Audit and Procurement Committee is the appropriate forum. This committee is skilled and experienced in subjecting specific decisions to scrutiny, and will be able to test the strength of the explanations put forward for particular salary levels. The Council believes that the Audit and Procurement Committee will be able to do this better than full Council and make those decisions in consultation with the Cabinet Member for Strategic & Finance Resources.
6. Increases and additions to Remuneration of Chief Officers
6.1 The Council does not apply any bonuses to its Chief Officers.
6.2 Salary progression for Chief Officers is based upon an annual performance based assessment.
6.3 It is the Council’s policy to pay temporary and reviewable ‘market supplement’ to Chief Officer salary levels within the JNC framework where there is clear and demonstrable evidence that the salary level otherwise attached to the post creates substantial recruitment or retention difficulties. In 2017, ten Chief Officers were receiving market supplements in addition to their basic salary, ranging from £5,000 to £13,000. However, with a review of senior management reward, the number of market supplements has reduced.
6.4 The gross fees paid to senior officers (other than the Returning Officer) covered in the pay policy for elections and referendums in 2017 totalled £13,187.75. Payments for Combined Authority are recoverable from the Combined Authority, Police and Crime Commissioner and national elections are recoverable from central government and the City Council meets the costs of local elections. Where more than one type of election takes place at the same time, costs are shared proportionately. The fees include those paid to the Returning Officer and senior staff for carrying out the responsibilities required to deliver these elections.
7. Payments on Termination
7.1 The Council's approach to discretionary payments on termination of employment of Chief Officers in a redundancy situation is set out within its Security of Employment Agreement. In accordance with the Local Government (Early Termination of Employment) (Discretionary Compensation) Regulations 2006, the Council has used its discretion to calculate redundancy payments in accordance with the Security of Employment Agreement.
Page 114 8 7.2 The Council does not exercise the discretion available to grant ‘added years’ of service under the Local Government Pension Scheme.
7.3 In some rare and exceptional circumstances, it may be appropriate and in the Council’s best interests to reach a settlement agreement connected to the termination of an employee’s service. Such agreements in all cases must be approved at the appropriate level.
7.4 The Council considers that severance payments, of £100,000 (or above) should be subject to accountability and scrutiny. The Council considers that it would be preferable for scrutiny of these decisions to take place in committee rather than by full Council, and that the Audit and Procurement Committee is the appropriate forum. This committee is skilled and experienced in subjecting specific decisions to scrutiny and will be able to test the strength of the explanations put forward for particular severance decisions. The Council believes that the Audit and Procurement Committee will be able to do this better than full Council and make those decisions in consultation with the Cabinet Member for Strategic Finance and Resources. The Audit and Procurement Committee have embraced the expectation of greater scrutiny in exit payments proposed in the Treasury consultation on 'Exit Payments in the Public Sector' and forthcoming legislation, to increase the scope of payments and remuneration it expects to be brought to the Committee for approval.
7.5 The City Council will not re-employ or re-engage previous employees within five years, if they have left as part of the voluntary redundancy/early retirement programme. It is not envisaged that any Chief Officer who leaves the Council with a severance or redundancy payment will be considered for further employment with Coventry or for the hiring of their services in another capacity save in exceptional circumstances.
8. Publication
8.1 Upon approval by the full Council, this statement will be published on the Council’s Website.
9. Lowest Paid Employees
9.1 At present, the lowest paid employees of Coventry City Council are paid £8.33 per hour. This figure will be reviewed following announcement of the national pay award for 2018/19.
9.2 The City Council employs a number of modern apprentices who are not included within the definition of "lowest paid employees" as they are employed under specific trainee contract terms. We also do not include trainees and interns within this definition.
9.3 The Code of Recommended Practice on Data Transparency recommends the publication of the ratio between the highest paid salary, the median average salary of the whole of the Council's workforce and the lowest salary level paid.
9.4 The current Council pay levels define the following rates of pay:- Chief Executive = £178,518 Median employee = £24,174 Lowest paid employee = £16,071
9.5 The current Council pay levels define the following pay ratios:- Chief Executive to lowest paid employee = 1:11.1 Chief Executive to median employee = 1:7.38
9.6 This pay ratio figure between the highest and the lowest paid employee is within the recommended boundary of 1:20, which was suggested by Lord Hutton in his ‘Review of Fair Pay in the Public Sector’.
9 Page 115 10. Monitoring and Review
10.1 Once approved by Full Council, the Pay Policy statement will come into effect and will be reviewed annually in accordance with the relevant legislation at the time.
Page 116 10 Appendix Two
The Local Government Pension Scheme Regulations 2007 (as amended) Statement of Policy October 2008
Under Regulation 66 of the Local Government Pension Scheme (LGPS) Administration Regulations 2007 (as amended), each employer must formulate, keep under review and publish their policies on certain discretions contained within the LGPS Regulations.
This Statement is applicable to all employees of Coventry City Council who are eligible to be members of the LGPS and, where applicable, deferred or pensioner members.
1. Regulation 30 BReg – Members request for early payment of benefits Explanation
From age 55*, members who leave/ have left local government employment have the right to apply for early payment of their retirement benefits subject to the consent of their employer. However, members aged 60 and over do not need their employer’s consent.
The pension benefits must be reduced in accordance with guidance provided by the Government actuary. Employers may determine on compassionate grounds that the benefits are not reduced.
For a member who joined the Scheme prior to 1 October 2006, where the member's age and membership (in whole years) satisfies the 'Rule of 85', then benefits would not be reduced. For a member who joined the Scheme on or after 1 October 2006, then reduced benefits would be payable if taken before age 65.
*Where a person was an active member on 31 March 2008 and makes an election before 31 March 2010, benefits can be paid if aged 50 or over.
Coventry City Council's Policy
• Active Members (current employees) - The City Council will allow early retirements on the grounds of redundancy/efficiency of the service. This discretion will otherwise only be used in rare and exceptional circumstances. It should be demonstrated that the City Council could fund the cost of release within a three-year period.
It would need to be funded by a lump-sum contribution into the Pensions Fund by the City Council. Each specific request raised under this Regulation will be judged equally and fairly on its own merits.
• This discretion will be exercised by those officers nominated to approve existing severance packages.
• Deferred Members – Early release of retirement benefits may be allowed in exceptional circumstances. The former employee must make an application in writing to the City Council. Each specific case will be judged equally and fairly on its own merits and where appropriate approved by the appropriate Cabinet Member.
11 Page 117 • Waiver or reduction – Each specific case will be judged equally and fairly on its own merits and where appropriate approved by the appropriate Cabinet Member. Any cost would need to be funded by a lump-sum contribution into the Pension Fund by the City Council.
2. Regulation 12 BReg – "Augmentation" Increase in total membership of an active member
Explanation
An employer may resolve to increase the total membership of an active member. A member's total additional membership, including additional membership in respect of different employments, must not exceed 10 years.
An employer may make decisions on awarding augmented service for up to six months after termination of employment in cases of redundancy, in the interests of efficiency of the employing authority’s functions or at the ending of a joint appointment because the other appointment holder has left.
Coventry City Council's Policy
This discretion will not be exercised by the City Council in any circumstances.
3. Regulation 13 BReg Power of Employing Authority to award additional pension
Explanation
An employer may resolve to award a member additional pension of not more than £5,000 per year, payable from the same date as their pension is payable under any other provisions of these regulations. Additional pension may be paid in addition to any increase of total membership resolved under Regulation 12.
Coventry City Council's Policy
This discretion will not be exercised by the City Council in any circumstances.
4. Regulation 18 BReg – Flexible Retirement
Explanation
A member who is aged *55 or over and with their employer's consent reduces their hours and/ or grade can then, but only with the agreement of their employer, make a written application to the administering authority (West Midlands Pension Fund) for payment of all or part of their accrued benefits without having retired from that employment.
If payment of benefits occurs before age 65 the benefits are actuarially reduced in accordance with guidance issued by the Government actuary.
The employer may choose to waive the reduction in whole or in part. If the employer chooses to do so, then the cost of waiving the reduction in whole or in part has to be paid to the Fund.
Coventry City Council's Policy
Each specific case will be judged equally and fairly on its own merits, having fully considered service delivery and financial costs. The Council will normally only approve the payment of benefits where there is no additional cost to the Council.
Page 118 12 5. Regulation 25 AReg – Shared Cost AVC
Explanation
Employers may resolve to establish and maintain a Shared Cost Additional Voluntary Contribution Scheme (SCAVC). Who can join, how much the employer and employee will jointly contribute and the type of benefits provided must be considered.
Coventry City Council's Policy
Coventry City Council does not propose to introduce a Shared Cost Additional Voluntary Contribution Scheme.
6. Regulation 22 AReg – Optional contributions during absence
Explanation
Employing authorities have the discretion to extend beyond 30 days the period where a member can make a written request to make contributions. These contributions will cover a period of absence where pension contributions would otherwise not have been made.
Coventry City Council's Policy
Coventry City Council will extend the period of 30 days in rare and exceptional circumstances or where it was beyond the member's control.
7. Regulation 16 AReg – Re-employed and re-joining deferred members
Explanation
Where a deferred member becomes an active member again, before becoming entitled to the immediate payment of retirement benefits in respect of former membership(s), he/she may elect to have former membership(s) aggregated with their current active membership. An election must be made in writing to the member’s appropriate administrating authority (West Midlands Pension Fund) before the expiry of the period of 12 months, beginning with the date that the employee again became an active member (or any such longer period as the employer may allow).
Coventry City Council's Policy
Coventry City Council will extend the period of 12 months in rare and exceptional circumstances or where it was beyond the member's control.
8. Regulation 83 AReg – Inward transfers of pension rights Explanation
A person who becomes an active member who has relevant pension rights may request their fund authority to accept a transfer value for some or all of their former rights. An election must be made in writing before the expiry of the period of 12 months beginning with the date that he/she became an active member (or any such longer period as his employer may allow).
Coventry City Council's Policy
Coventry City Council will extend the period of 12 months in rare and exceptional circumstances or where it was beyond the member's control.
13 Page 119 9. Regulation 3 BReg - Contributions payable by active members
Explanation
Employers will determine the contribution rate payable based on whole-time pensionable pay for existing members at 1 April 2008 or a subsequent date of commencement of employment/ date of re-joining the Scheme. The employee contribution rate will be in accordance with the following table:-
Range Contribution Rate Up to £13,500 5.5% £13,501 - £21,000 5.8% £21,001 - £34,000 6.5% £34,001 - £43,000 6.8% £43,001 - £60,000 8.5% £60,001 - £85,000 9.9% £85,001 - £100,000 10.5% £100,001 - £150,000 11.4% Over £150,000 12.5%
* On 1st April 2009, and each subsequent anniversary thereof, the range figures may increase as if they were pensions to which the Pensions (Increase) Act 1971[4] applied.
Where there has been a material change to a member's pensionable pay in the course of a financial year, the employing authority may re-determine the contribution rate to be applied.
Coventry City Council's Policy
Coventry City review individual pension pay bands each month. 10. Regulation 57 AReg – The Internal Dispute Resolution Procedure
Explanation
An Internal Dispute Resolution Procedure applies to active members of the LGPS and to others such as deferred and pensioner members, whose position may be affected by decisions taken by their former employer or LGPS administrating authority. Responsibility for determinations under the first stage of the procedure rests with a “specified person” appointed by the employer. The employer must specify the job title and address of the person to whom applications should be directed.
Coventry City Council has determined that the specified person is: Head of HR & OD Coventry City Council PO Box 15 Earl Street Coventry CV1 5RR
Page 120 14 Agenda Item 12
Public Report
Council 13 March, 2018
Name of Cabinet Member: Cabinet Member for Policy Leadership and Governance - Councillor G. Duggins
Director Approving Submission of the report: Deputy Chief Executive (Place)
Ward(s) affected: Bablake
Title: Keresley Parish Council
Is this a key decision? No
Executive Summary:
Following recent resignations by a number of councillors at Keresley Parish Council, only three remain which leaves the Parish Council not quorate and unable to act. In such circumstances, it is the responsibility of the Principal Council to appoint persons to fill all or any of the vacancies until other councillors are elected and take up office. This report asks Council to delegate the appointment of persons to the Parish Council to the Deputy Chief Executive Place and the Monitoring Officer following consultation with the Leader of the Council and the Leader of the Opposition Group.
Recommendations:
Council is recommended to:
1. Delegate the decision on the appointment of persons to fill all or any of the vacancies on Keresley Parish Council until other councillors are elected and take up office to the Deputy Chief Executive Place and the Monitoring Officer following consultation with the Leader of the Council and the Leader of the Opposition Group.
2. Authorise the Monitoring Officer to make the order enacting the appointment.
1 Page 121 List of Appendices included: None
Other useful background papers: None
Has it been or will it be considered by Scrutiny? No
Has it been or will it be considered by any other Council Committee, Advisory Panel or other body? No
Will this report go to Council? Yes – 13 March, 2018
Page 122 2 Report title: Keresley Parish Council
1. Context (or background)
1.1 Under Section 91 of the Local Government Act 1972, where there are so many vacancies in the office of parish councillor that a parish council is unable to act, the Principal Council may by order appoint persons to fill all or any of the vacancies until other councillors are elected and take up office. Following recent resignations from Keresley Parish Council, only three councillors remain in office. The Parish Council’s standing orders state that there must be no fewer than four Members (out of their total of seven) present at a meeting and that unless the quorum is met, the Parish Council meeting cannot commence, no business may be transacted and no decisions can be made.
1.2 It is proposed that the appointment of persons to the Keresley Parish Council be delegated to the Deputy Chief Executive Place and the Monitoring Officer following consultation with the Leader of the Council and the Leader of the Opposition Group.
2. Options Considered
2.1 It is the responsibility of the City Council as the Principal Council to make appointments when a parish council in its area is unable to act.
3. Results of consultation undertaken
3.1 Consultation with the Leader of the Council and the Leader of the Opposition Group will be undertaken prior to the decision being made.
4. Timetable for implementing this decision
4.1 The appointments will be made as soon as practically possible in order to allow the business of the Parish Council to recommence.
5. Comments from the Director of Finance and Corporate Services
5.1 Financial implications None.
5.2 Legal implications Section 91 of the Local Government Act 1972 allows the City Council to make such appointments. The appointments will be confirmed by a Temporary Appointments Order.
3 Page 123 6. Other implications
6.1 How will this contribute to achievement of the Council's key objectives / corporate priorities (corporate plan/scorecard) / organisational blueprint / Local Area Agreement (or Coventry Sustainable Community Strategy)?
Making appointments to the Parish Council will allow it to operate and maintain existing governance arrangements in the city.
6.2 How is risk being managed?
Making appointments to the Parish Council will allow it to operate.
6.3 What is the impact on the organisation?
None
6.4 Equalities / EIA
None
6.5 Implications for (or impact on) the environment
None
6.6 Implications for partner organisations?
None
Page 124 4 Report author(s):
Name and job title: Adrian West, Members and Elections Team Manager
Directorate: Place
Tel and email contact: 024 7683 2286 / [email protected]
Enquiries should be directed to the above person.
Contributor/approver Title Directorate Date doc sent Date response name or out received or organisation approved Contributors: Suzanne Bennett Governance Place 3 March 2018 3 March 2018 Services Co- ordinator Names of approvers for submission: (officers and members) Julie Newman Legal Services Place 3 March 2018 3 March 2018 Barry Hastie Director Place 3 March 2018 3 March 2018 Members: Councillor Cabinet 3 March 2018 3 March 2018 George Duggins Member for Policing and Equalities
5 Page 125 This page is intentionally left blank Agenda Item 13
Council Meeting 13 March 2018
Booklet 1
Written Questions
Page 127 1. QUESTION SUBMITTED BY: Councillor Skinner
TO BE ANSWERED BY: Councillor Bigham, Cabinet Member for Community Development
TEXT OF QUESTION:
“Two proposed major housing developments, at Kings Hill Lane and Westwood Heath Road, would be in Warwickshire, but greatly affect Coventry. Traffic and HS2 are major issues in both cases.
Could the Cabinet Member please say what discussions are taking place, at Councillor or Officer level, with colleagues in Warwickshire to ensure clarity, budgetary fairness and safety for residents in Coventry?”
2. QUESTION SUBMITTED BY: Councillor Male
TO BE ANSWERED BY: Councillor Innes, Cabinet Member for City Services
TEXT OF QUESTION:
“Can the Cabinet Member for City Services confirm the cost of installing the new bus layby on Broad Lane, near the former Woodlands school site?”
3. QUESTION SUBMITTED BY: Councillor Williams
TO BE ANSWERED BY: Councillor Innes, Cabinet Member for City Services
TEXT OF QUESTION:
“Would the Cabinet Member provide the following information – 1) How many parking tickets have been issued by the Council since July 2017 for parking on the double yellow lines on Keresley Road & Stennels Close? 2) Would she tell us how much money has been raised in fines from those tickets? 3) How many times have residents contacted the parking team to request wardens for this location since July 2017?”
Page 128 4. QUESTION SUBMITTED BY: Councillor Williams
TO BE ANSWERED BY: Councillor Innes, Cabinet Member for City Services
TEXT OF QUESTION:
“Would the Cabinet Member tell us how many miles were covered by our gritting lorries across the City between 27th February 2018 & 4th March 2018? Would she also include in her answer how many times the crews were sent out during this period and what those times were?”
Page 129 This page is intentionally left blank Council Meeting 13 March 2018
Booklet 1
Written Answers
Page 131 1. QUESTION SUBMITTED BY: Councillor Skinner
TO BE ANSWERED BY: Councillor Bigham, Cabinet Member for Community Development
TEXT OF QUESTION:
“Two proposed major housing developments, at Kings Hill Lane and Westwood Heath Road, would be in Warwickshire, but greatly affect Coventry. Traffic and HS2 are major issues in both cases.
Could the Cabinet Member please say what discussions are taking place, at Councillor or Officer level, with colleagues in Warwickshire to ensure clarity, budgetary fairness and safety for residents in Coventry?”
ANSWER:
“As a Local Planning Authority, we are currently liaising with Warwick District Council around the proposed development sites on the city’s southern boundary. This is linked to the approved site allocations in the adopted Local Plan for Warwick District. This is very much with a view to ensuring the planning matters that impact on Coventry continue to be fully considered as part of the statutory planning process.
This has to consider matters of schools, health care, roads, public transport, green spaces, affordable housing and community facilities etc.
The ongoing statutory planning process will include planning applications submitted to Warwick District but which the City Council will be involved in as statutory consultee. At that stage the City Council will be able to negotiate and consider contributions to infrastructure through cross boundary section 106 agreements or the Community Infrastructure Levy”.
2. QUESTION SUBMITTED BY: Councillor Male
TO BE ANSWERED BY: Councillor Innes, Cabinet Member for City Services
TEXT OF QUESTION:
“Can the Cabinet Member for City Services confirm the cost of installing the new bus layby on Broad Lane, near the former Woodlands school site?”
ANSWER:
£66,000 Page 132 3. QUESTION SUBMITTED BY: Councillor Williams
TO BE ANSWERED BY: Councillor Innes, Cabinet Member for City Services
TEXT OF QUESTION:
“Would the Cabinet Member provide the following information – 1) How many parking tickets have been issued by the Council since July 2017 for parking on the double yellow lines on Keresley Road & Stennels Close? 2) Would she tell us how much money has been raised in fines from those tickets? 3) How many times have residents contacted the parking team to request wardens for this location since July 2017?”
ANSWER:
1. During the period in question Parking Services have visited: Keresley Road on 49 occasions which has resulted in 9 penalty charge notices being issued to vehicles for parking on double yellow lines. Stennels Close on 57 occasions which has resulted in 2 penalty charge notices being issued to vehicles for parking on double yellow lines. 2. So far these penalty charges have resulted in payments amounting to £428.00. A further £140.00 currently remains outstanding. 3. During the same period, Officers in Parking Services have received 3 different written email requests for enforcement. There have also been other telephone requests but these have not been retained and so the numbers are not known.
4. QUESTION SUBMITTED BY: Councillor Williams
TO BE ANSWERED BY: Councillor Innes, Cabinet Member for City Services
TEXT OF QUESTION:
“Would the Cabinet Member tell us how many miles were covered by our gritting lorries across the City between 27th February 2018 & 4th March 2018? Would she also include in her answer how many times the crews were sent out during this period and what those times were?”
ANSWER:
The industry standard is to collect gritting information in kilometres. There is just over 0.62 of a mile in a kilometre.
The gritting vehicles covered a total of 4,160km during the period 27/2/18Page to 133 4/3/18. They went out 10 times in that period, covering 416km each time. The timings were as follows: Date Time (24hr) 27th Feb 1900 28th Feb 1900 1st March 1230 1st March 1830 1st March 2200 2nd March 1300 2nd March 1830 2nd March 2300 3rd March 0300 3rd March 2200
Page 134 Agenda Item 15.2
Council – 13 March, 2018
Labour Group Amendment to Debate 15.2 That the debate be amended as follows:-
That after the words “This Council resolve to”, delete the rest of that sentence and add the following:- “continue to assist charities who seek our help and advice to find alternative accommodation”
The amended debate now to read:-
“This Council resolves to continue to assist charities who seek our help and advice to find alternative accommodation”
Moved by Councillor D Welsh
Seconded by Councillor G Duggins
A further amendment was moved by Councillor T Sawdon and accepted by Councillor D Welsh
Add the following words to the end of the sentence “including the option of using empty Council property”.
The amended motion now to read:
“This Council resolves to continue to assist charities who seek our help and advice to find alternative accommodation including the option of using empty Council property”.
Page 135 This page is intentionally left blank